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Management training is constantly seen as an effective way of providing small‐medium size enterprises with the management expertise they require in order to develop and…
Management training is constantly seen as an effective way of providing small‐medium size enterprises with the management expertise they require in order to develop and grow. The SME sector in Canada plays a prominent and essential role in the growth and expansion of the domestic economy through its contribution to the domestic output and job creation. However, this sector suffers from a considerably high failure rate that is largely attributed to the lack of management skills and planning, which can potentially be improved by providing training and education in different business areas. This paper assesses the entrepreneurship education and training efforts in Canada and identifies the common challenges that face this process.
Small family firms represent the predominant organizational form in Canada. They are perceived to be crucial to the development and growth of the Canadian economy. Despite…
Small family firms represent the predominant organizational form in Canada. They are perceived to be crucial to the development and growth of the Canadian economy. Despite this, scant attention is given to the study of human resource management practices in the specialist family business literature. A key human resource issue in family firms, which has been documented as a potential source of problems, is succession, selection and training. The objective of this research is to explore the qualities that are considered critical to an effective family business successor and discuss the crucial role that education and training could have in enhancing the qualities and skills of a successor. Results suggest that three factors are critical to an effective human resource strategy concerning the selection process of a successor. These include the successor's capacity to lead, his/her managerial skills and competencies, and the willingness and commitment of the successor to take over the family business and to assume a leadership role.
Introduction Summary: Archaeological heritages are very important attractions and are highly promoted as a tourism product. Due to the negative consequences of high…
Introduction Summary: Archaeological heritages are very important attractions and are highly promoted as a tourism product. Due to the negative consequences of high visitor flows and lack of management, the conservation and development of archaeological heritages raises concerns for destinations aiming at sustainable archaeological heritage management.
Purpose: This study provides an extensive literature review for archaeological heritage management to emphasise the importance of bringing heritage sites to tourism in a sustainable way, Also aims to provide a guideline for destinations suffering the archeological heritage management issues or for developing tourism destination to prevent themselves suffering from the same issues. Accordingly, the literature review is divided into three sections: the role and impacts of tourism on archaeological heritage; sustainable tourism development; and planning are mentioned in the first section. Then, planning for preservation and conservation activities for archaeological heritage and international heritage protection and conservation programmes are mentioned in the second section. Finally, the literature provides the content of tourism planning and policy for sustainable archaeological heritages.
Findings: Tourism uses archaeological assets to attract tourists and tourism damages archaeological sites when there is high demand, lack of information and control. But, in general, the relationship between tourism and archaeological heritage is strongly interlinked and need each other. And without the community and stakeholder’s involvement, archeological heritage management will not be successfully achieved.
Originality/Value: Tourism authorities and archaeologists should work together and develop practical ideas for archaeological heritage. Highly promoted and demanded archaeological heritage resources cannot be part of sustainable tourism development without serious conservation and conservation efforts or minimal/inappropriate recoveries due to government lack of care and supervision, so these valuable treasures are doomed to irreversible damage.
Despite the fact that about 90 percent of all the businesses in the US and Canada are family‐owned and operated, very little research has been undertaken on how strategy…
Despite the fact that about 90 percent of all the businesses in the US and Canada are family‐owned and operated, very little research has been undertaken on how strategy is shaped in family businesses. This paper tracks strategy in two family firms since their inception to their present third generation management, to investigate the unique factors influencing strategy in family businesses. The paper accentuates issues relating to the intensive grooming process and the involvement of the different family and non‐family members in the strategic decision making processes of the family business.
Family firms play an important role in the working of the Canadian economy; despite their importance to the economic activities and job creation it is observed that family…
Family firms play an important role in the working of the Canadian economy; despite their importance to the economic activities and job creation it is observed that family businesses have lower survival rates than non‐family firms, some argue that this can possibly be attributed (amongst other factors) to the lack of training. Most of the training activities in Canadian family businesses tend to be limited, and it is argued that family firms tend to perceive training more as an expense than an asset that enhances future growth and development of the business. This paper introduces a training framework and a coherent strategy that provides key elements of a national training agenda for Canadian small family firms, including the role of various relevant organizations.
Family business firms (FBFs) constantly struggle with the challenge of successfully reaching and surviving beyond the third generation. Narrative or storytelling is…
Family business firms (FBFs) constantly struggle with the challenge of successfully reaching and surviving beyond the third generation. Narrative or storytelling is frequently used in business to transmit knowledge, achieve goals, create and maintain a connection with stakeholders, and achieve sustained growth. Most FBFs consciously or unconsciously use narrative and possess their own discourse, which is unique to every family and family business and which may aid FBFs in achieving continuity. FBFs must have an adequate atmosphere of collaboration and cooperation so that group members can transform acquired tacit knowledge through storytelling into explicit action. FBFs should be prepared to help collaborators and other stakeholders build competencies since tacit knowledge transfer, through narrative, can aid in the solving of problems, enhance innovativeness, and improve strategic decision-making. Therefore, narrative may well aid FBFs in fulfilling their ultimate goal of continuity. The purpose of this chapter is to evaluate the potential influence of narrative on FBFs’ continuity and prevention of their precipitous expiration. This chapter contributes to previous literature that sheds light on the narrative implications of FBFs, and depicts FBFs’ narratives and the dynamics of their business objectives, as well as touches on the heterogeneous nature of each family business’ storyline. There are various advantages to FBFs’ storytelling; perhaps the most noteworthy is the achievement of sustained business growth and continuity.
The main objective of this study is to understand the role that family council and protocol can have in the planning process of family companies.
The main objective of this study is to understand the role that family council and protocol can have in the planning process of family companies.
To reach this general objective, the qualitative approach was used using multiple case studies: seven Portuguese family companies. Data collection techniques, interviewing, direct observation and documentary analysis were used.
Based on the empirical evidence, it is concluded that the family council and family protocol help succession planning and favour the continuity and survival of the family business. However, other working groups also support the entire planning process, such as the cousin generation meeting and the New Generation Monitoring Committee (or Mentoring Committee). The development of future personal plans for the younger generations may lie in this Committee, which assists and guides the younger family members.
This study is pioneering in Portugal because it analyses the use of new instruments that helps the succession planning process in family firm context: the family council and family protocol. These managerial mechanisms allow to achieve the success, allowing family conflicts to be minimized, the continuity of family firms and avoiding their mortality.
The study contributes to increasing knowledge about the family council, the family protocol, family firm succession and its planning. It is important and innovative by studying those topics in depth, their connection being little explored in the literature. This study can be seen as a benchmarking for governance practices in other countries.
An organisation’s performance tends to be associated with its innovativeness. However, innovation remains challenging in the construction industry, partially due to the…
An organisation’s performance tends to be associated with its innovativeness. However, innovation remains challenging in the construction industry, partially due to the complex nature of this industry. Nevertheless, innovation orientations (i.e. creation and adoption) shed new light on innovation in the construction industry. These orientations are similar but not entirely identical. Although most studies do not discuss these orientations in any detail, this study aims to classify the characteristics of the innovation orientations and determines the state of innovation among construction companies in Malaysia.
A survey questionnaire was mailed to 1,230 construction companies in Malaysia. Descriptive analysis was used to examine the respondents’ profiles, and factor analysis was used to classify the innovation orientation characteristics. A paired samples t-test was used to determine the state of innovation among the construction companies.
Innovation creation reflects a pioneer’s efforts and involves being a market explorer that tolerates risk and is research and development (R&D)-oriented, whereas innovation adoption involves being a creative imitator, a market follower and a safe player. Construction companies in Malaysia are innovation adoption–oriented.
This study uses quantitative methods only; therefore, the findings are statistically oriented. The small sample size makes generalisation challenging, so this study reflects only the built environment of the developing country of Malaysia.
This study classifies the characteristics of innovation creation and innovation adoption with respect to the innovation orientation of construction companies in Malaysia.
This study applies Oviatt and McDougall’s (2005) model of forces influencing the speed of internationalisation to small, export oriented enterprises. The purpose of this…
This study applies Oviatt and McDougall’s (2005) model of forces influencing the speed of internationalisation to small, export oriented enterprises. The purpose of this paper is to explore the significance of the forces enabling, motivating, mediating and moderating internationalisation in small and medium-sized enterprises (SMEs), and the manner in which these forces manifest themselves in the market.
A qualitative research approach utilising eight case studies within Norway and Ireland was adopted in order to facilitate theory building required for this study.
The findings demonstrate that four forces in particular are found to be strongly significant to the speed of internationalisation among the case SMEs: the enabling force of technology, the mediating force of entrepreneurial actor perceptions/owner-managers’ global vision and the moderating forces of foreign market knowledge and tie strength in networks.
The empirical evidence has several implications for managers and policy regarding influencing the speed of internationalisation process. The enabling force (technology) has implications for government in their support of the SME macro environment. The motivating force (competition) has implications for government, in understanding what motivates entrepreneurs to enter international markets. The two moderating forces (foreign market knowledge and network tie strength) have implications for managers and can be leveraged through product innovation, increased focus on intellectual property rights for better protection against copycats, and through active and deliberate international networking.
The paper suggests adjustments to Oviatt and McDougall’s (2005) model, permitting researchers to gain an in-depth understanding of the complex reality of SME internationalisation.
Purpose: The purpose of this study is to explore the role of internal branding (IB) in fostering branding citizenship behavior in the hospitality context as well as the…
Purpose: The purpose of this study is to explore the role of internal branding (IB) in fostering branding citizenship behavior in the hospitality context as well as the mechanisms underlying the relationship.
Design/methodology/approach: This study obtained empirical evidence from 377 hotel employees in North Cyprus.
Findings: Our findings support the positive relationship between IB and brand citizenship behavior (BCB). The evidence was found for a dual and sequential mediating role of brand trust and brand commitment. Moreover, the organizational climate serviced as a moderator to influence the positive relationships between IB and BCB.
Practical implication: This study has shown that employees are rewarding firms involved in IB initiatives in the form of BCB – directly and indirectly –through trust and commitment. This finding can advance managers’ understanding, enabling them to better manage their IB initiatives to achieve the most effective outcomes.
Originality/value: The research advances convergence between IB and BCB research streams, which has been under-explored in the tourism context. Besides, it extends the IB and brand citizenship literature through a novel dual and sequential mediation mechanism and organizational climate as a novel moderator.