{"title":"继任计划:对南非家族小型企业的看法","authors":"Risimati Maurice Khosa","doi":"10.1080/15228916.2023.2257558","DOIUrl":null,"url":null,"abstract":"ABSTRACTThis research investigated the perceptions of family-owned small enterprises on the reasons of the absence of written succession plans, and the implications of the proposed successful succession framework. Quantitative research was used, and the study is descriptive and explanatory in nature. Family-owned small enterprises based in the Gauteng province of South Africa were the population of this study. The unit of analysis was thus the owners/founders and managers of the enterprises. A total of 257 valid questionnaires were returned from the sampled 384 family-owned small businesses, yielding a response rate of 66%. The results showed that family-owned small enterprises appreciate the importance of succession planning, however, they do not regard it as an urgent undertaking. They believe that succession planning is only about successor selection. The results also divulged that the lack of written succession plans is influenced by several reasons, namely, the entrepreneur never thought of succession planning, family members are not interested in taking over the business, the business is still small, and the children are still young. In response to the findings, the research proposes a successful succession planning framework and its implications to assist small family-owned enterprises to plan for succession.KEYWORDS: Family enterprisessuccession planningfamily-owned businessessuccession frameworkownership transfer Disclosure statementNo potential conflict of interest was reported by the author(s).","PeriodicalId":46981,"journal":{"name":"Journal of African Business","volume":null,"pages":null},"PeriodicalIF":2.1000,"publicationDate":"2023-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Succession Planning: Perceptions of South African Family-Owned Small Enterprises\",\"authors\":\"Risimati Maurice Khosa\",\"doi\":\"10.1080/15228916.2023.2257558\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"ABSTRACTThis research investigated the perceptions of family-owned small enterprises on the reasons of the absence of written succession plans, and the implications of the proposed successful succession framework. Quantitative research was used, and the study is descriptive and explanatory in nature. Family-owned small enterprises based in the Gauteng province of South Africa were the population of this study. The unit of analysis was thus the owners/founders and managers of the enterprises. A total of 257 valid questionnaires were returned from the sampled 384 family-owned small businesses, yielding a response rate of 66%. The results showed that family-owned small enterprises appreciate the importance of succession planning, however, they do not regard it as an urgent undertaking. They believe that succession planning is only about successor selection. The results also divulged that the lack of written succession plans is influenced by several reasons, namely, the entrepreneur never thought of succession planning, family members are not interested in taking over the business, the business is still small, and the children are still young. In response to the findings, the research proposes a successful succession planning framework and its implications to assist small family-owned enterprises to plan for succession.KEYWORDS: Family enterprisessuccession planningfamily-owned businessessuccession frameworkownership transfer Disclosure statementNo potential conflict of interest was reported by the author(s).\",\"PeriodicalId\":46981,\"journal\":{\"name\":\"Journal of African Business\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":2.1000,\"publicationDate\":\"2023-09-20\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of African Business\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1080/15228916.2023.2257558\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q3\",\"JCRName\":\"BUSINESS\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of African Business","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1080/15228916.2023.2257558","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"BUSINESS","Score":null,"Total":0}
Succession Planning: Perceptions of South African Family-Owned Small Enterprises
ABSTRACTThis research investigated the perceptions of family-owned small enterprises on the reasons of the absence of written succession plans, and the implications of the proposed successful succession framework. Quantitative research was used, and the study is descriptive and explanatory in nature. Family-owned small enterprises based in the Gauteng province of South Africa were the population of this study. The unit of analysis was thus the owners/founders and managers of the enterprises. A total of 257 valid questionnaires were returned from the sampled 384 family-owned small businesses, yielding a response rate of 66%. The results showed that family-owned small enterprises appreciate the importance of succession planning, however, they do not regard it as an urgent undertaking. They believe that succession planning is only about successor selection. The results also divulged that the lack of written succession plans is influenced by several reasons, namely, the entrepreneur never thought of succession planning, family members are not interested in taking over the business, the business is still small, and the children are still young. In response to the findings, the research proposes a successful succession planning framework and its implications to assist small family-owned enterprises to plan for succession.KEYWORDS: Family enterprisessuccession planningfamily-owned businessessuccession frameworkownership transfer Disclosure statementNo potential conflict of interest was reported by the author(s).
期刊介绍:
Journal of African Business is the official journal of the Academy of African Business and Development, the largest network of professionals committed to advancement of business development in African nations. JAB strives to comprehensively cover all business disciplines by publishing high quality analytical, conceptual, and empirical articles that demonstrate a substantial contribution to the broad domain of African business. Regardless of the research context, tradition, approach, or philosophy, manuscripts submitted to JAB must demonstrate that the topics investigated are important to the understanding of business practices and the advancement of business knowledge in or with Africa. Particularly, JAB welcomes qualitative and quantitative research papers. JAB is not, however, limited to African-based empirical studies. It searches for various contributions, including those based on countries outside Africa that address issues relevant to African business. Targeted toward academics, policymakers, consultants, and executives, JAB features the latest theoretical developments and cutting-edge research that challenge established beliefs and paradigms and offer alternative ways to cope with the endless change in the business world. Covered areas: Accounting; Agribusiness Management and Policy; Business Law; Economics and Development Policy; Entrepreneurship and Family Business; Finance; Global Business; Human Resource Management; Information and Communications Technology (ICT); Labor Relations; Marketing; Management Information Systems (MIS); Non-Profit Management; Operations and Supply Chain Management; Organizational Behavior and Theory; Organizational Development; Service Management; Small Business Management; Social Responsibility and Ethics; Strategic Management Policy; Technology and Innovation Management; Tourism and Hospitality Management; Transportation and Logistics