The Sustainability of Social Capital within Ethnic Networks

This paper examines informal networks that support the British Asianbusiness community. Ethnic communities have been crucial to facilitatingthe economic development of their migrant members, as they make thetransition from economic refugees to citizens. The basis of thisinformal support is the notion of social capital offered to kinsmen whoarrived with finite resources. However, as successive generations havebecome more integrated with the wider community reliance on theseresources is forecast to decrease. Research has shown that subsequentAsian generations are developing complex relations in their attitudesand reliance towards their ethnic community (Janjuha-Jivraj and Woods,2002) it is still an area that is very active in providing crucialinformal business support. There is however, a distinct difference inattitudes between first and second generations in terms of acceptingbusiness support from the ethnic community. This issue is furthercompounded by difficulties among external support agencies inpenetrating ethnic businesses. This leads to the following questions: ? What forms of social capital are evident and how important are they in sustaining relationships within the religious-ethnic community? ? How crucial is the ethnic community in providing an infrastructure to offer support. This paper is based on a network of businesses that are members of a sub-group across Greater London. It is anticipated that the findings will help to unravel the impact of migratory bonds on community members. This in turn will provide useful information for service providers when considering how to successfully target ethnic businesses.     

Executive succession and strategic change in Japan

Scholars studying upper echelons have found that executive succession can serve as an important adaptation mechanism. The bulk of these findings, however, derive from market‐based governance settings, which raises an issue of contextual robustness. This study examines this issue by investigating the link between executive succession and strategic change in Japan, a context noted for relatively weak market‐based corporate governance and lack of board independence. We find a greater likelihood of strategic change after non‐routine executive succession, with the extent of change unaffected by firm performance. Routine succession in the case of a powerful prior president leads to less post‐succession strategic change. Copyright © 2014 John Wiley & Sons, Ltd.     

The use of an interim CEO during succession episodes and firm performance

Our study investigates an unexplored succession process—interim CEO successions. We define an interim CEO succession as a case where the title of chief executive officer is vacated by the incumbent and the board of directors has not announced a permanent successor, but instead designates a particular individual as ‘interim CEO,’ or ‘acting CEO,’ or ‘CEO until a permanent successor is named.’ Theory predicts that interim CEO successions will lead to the type of disruption that can harm firm performance, even after a permanent successor is appointed. Our data show that interim CEO succession processes are widely employed by publicly‐traded U.S. firms, and that they are associated with lower performance during the period in which the interim serves. However, whether the interim CEO also simultaneously serves as chairman moderates the impact of this type of succession on firm performance, as well as on long‐term firm survival. Copyright © 2009 John Wiley & Sons, Ltd.     

International experience in the executive suite: the path to prosperity?

Attention is increasingly focused on the potential individual career and firm‐level benefits of international experience for upper level executives. This research examines the relationships between CEO international experience, CEO tenure, firm internationalization, succession events, and corporate financial performance. Results indicate a significant interactive effect between CEO tenure and outside succession on CEO international experience. In addition to a relationship with CEO international experience, there are two additional interactive effects in the examination of corporate financial performance: (1) CEO international experience and the degree of firm internationalization, and (2) CEO international experience and CEO succession. These interactive effects are evident in accounting and market indicators of corporate financial performance. Copyright © 2000 John Wiley & Sons, Ltd.     

基于知识观的家族企业代际传承研究

从知识观这一视角,以9个家族企业为例,提出"代际之间关系、交接班的意愿与承诺、创新与创业活动、知识传递"概念框架,结合本土企业进行多重案例研究。总体上看,大多数创业者倾向于将事业传承给自己的子女而非外人,所以更加重视子女在知识和能力方面的培养。由于在知识结构、对已有事业的认知等方面存在差异,两代人之间产生了矛盾和冲突,而继承者在公司内部开展相对独立的创业活动则有助于创造新知识,提高继承父辈事业的能力,因而创新和创业活动是两代人事业传承的重要条件和保障。     

产业集中、集群式供应链组织衍续和技术创新——以"武汉·中国光谷"光电子产业为例

集群式供应链组织衍续(即产业集群在同一地域形成完整或近乎完整的供应链)不仅是产业集群升级的主要途径,也是产业集群及其企业技术创新的潜在机理。文章根据产业集群所表现出来的供应链组织衍续特点,来分析产业集中度(MAR外部性)、集群式供应链组织衍续(Jacobs外部性)与集群技术创新之间的内在联系,在此基础上提出相关的假设,并以“武汉.中国光谷”光电子产业为例,来实证产业集中度、集群式供应链组织续衍对产业集群及其企业创新行为的影响。     

家族企业代际传承模式与长期投资决策研究——基于家族化方式的调节效应

以2008—2018年沪深上市家族企业为研究对象,实证检验了家族企业代际传承模式和家族化方式对长期投资决策的影响。研究发现：与职业经理人传承模式相比,子承父业传承模式家族企业的投资规模下降幅度较大,但主要降低的是资本支出,R&D支出在长期投资中的占比下降幅度较小;并且与间接创办型家族企业相比,直接创办型家族企业有利于促进子承父业家族企业长期投资规模的下降,但是却抑制了该类家族企业R&D投入占比的下降。     

代际传承、培养模式与私募股权投资

代际传承对家族企业的影响受到了各界的关注。以我国上市家族企业为研究样本,基于资源观理论和资产专用性理论,实证分析了代际传承对家族企业接受私募股权投资的影响。研究发现,与未完成代际传承的家族企业相比,已完成代际传承的家族企业接受私募股权投资显著减少。进一步研究发现,代际传承中接班人的培养模式同样会对家族企业接受私募股权投资产生影响,在代际传承后,相对于内部培养,外部培养接班人的家族企业更倾向于接受私募股权的投资。研究结论可为资源观理论和资产专用性理论的争论提供实证证据,为家族企业选择接班人培养模式提供参考。     

手机短信与传统书信的比较研究

手机短信与传统书信都可以打破时间和空间的限制,加强人际沟通,二者都是人们进行日常交流的重要手段,都为人们的交流提供了方便.传统书信与手机短信在当代相互依存,互为补充,汇成更加奇伟壮丽的当代书信文化大观.     

基于企业资源观视角的家族企业继任研究展望

文章在企业资源观的战略视角下,借鉴Miller et a1．在2004年提出的家族企业有效继任的整合模型,对家族企业继任的动态循环过程进行介绍,并对该框架下的研究状况进行了概述,提出未来研究进展的方向。