Potential exit strategies of entrepreneurs operating micro and small family businesses and non-family businesses in Poland

IF 2.7 4区 管理学 Q2 MANAGEMENT
Izabela Koładkiewicz, Marta Wojtyra-Perlejewska
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引用次数: 0

Abstract

Purpose

This study investigates whether a firm’s character as a mature micro and small family or non-family business may impact the managing owner’s choice of a potential exit strategy.

Design/methodology/approach

The empirical evidence was provided through a sample of 302 entrepreneurs (170 respond-ents from mature micro and small family businesses and 132 from non-family businesses) who participated in a survey on potential exit strategies.

Findings

The primary finding indicates that there is no significant difference in exit strategy preferences between family and non-family entrepreneurs from mature micro and small-sized firms. It was found that both groups of entrepreneurs mostly opt for internal succession.

Originality/value

This paper presents a novel perspective, demonstrating that while non-family firms are not typically anticipated to adopt the same exit strategies as family firms, they may still opt for internal succession. Furthermore, we provide an insight into potential exit strategy decisions made in smaller firms, which have been less frequently analyzed compared to larger firms in the field of entrepreneurial exit.

波兰经营小型微型家族企业和非家族企业的企业家的潜在退出战略
本研究探讨了企业作为成熟的微型和小型家族企业或非家族企业的特征是否会影响管理所有者对潜在退出战略的选择。研究通过对 302 名企业家(170 名来自成熟的微型和小型家族企业,132 名来自非家族企业)的抽样调查提供了实证证据。原创性/价值本文提出了一个新颖的视角,表明虽然非家族企业通常不会采取与家族企业相同的退出战略,但它们仍可能选择内部继承。此外,我们还深入探讨了小型企业可能做出的退出战略决策,在创业退出领域,与大型企业相比,对小型企业的分析较少。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
5.80
自引率
3.60%
发文量
50
期刊介绍: ■Adapting strategic planning to the need for change ■Leadership research ■Responsibility for change implementation and follow-through ■The psychology of change and its effect on the workforce ■TQM - will it work in your organization? Successful organizations respond intelligently to factors which precipitate change. Economic climates, political trends, changes in consumer demands, management policy or structure, employment levels and financial resources - all these elements are constantly at play to ensure that organizations clinging on to static structures will ultimately lose out. But change is a dynamic and alarming thing - this journal addresses how to manage it positively.
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