Factors that Build a Sustainable Family Business for Students of the Entrepreneurship Study Program, Universitas Pendidikan Indonesia Kampus Tasikmalaya

Authors

  • Rendy Darmawan <p>UPI Kampus Tasikmalaya, Universitas Pendidikan Indonesia, Indonesia</p>
  • Yustika Yustika <p>UPI Kampus Tasikmalaya, Universitas Pendidikan Indonesia, Indonesia</p>
  • Aldia Fadila <p>UPI Kampus Tasikmalaya, Universitas Pendidikan Indonesia, Indonesia</p>
  • Azizah Fauziyah <p>UPI Kampus Tasikmalaya, Universitas Pendidikan Indonesia, Indonesia</p>
  • Mira Nurfitriya <p>UPI Kampus Tasikmalaya, Universitas Pendidikan Indonesia, Indonesia</p>

DOI:

https://doi.org/10.30595/raar.v4i1.22177

Keywords:

Factors, Family Business, Sustainable Family

Abstract

The sustainability of a family business plays a crucial role in an entrepreneur's journey within such an enterprise. However, building and maintaining a family business often face numerous challenges due to various inhibiting factors. It's important to identify the necessary factors to ensure the continuity of such a business. This research aims to examine the factors that contribute to building a sustainable family business. The factors to be evaluated include succession, strategic planning, corporate governance, leadership, family business values, family capital, and the business environment.The research targets students in the Entrepreneurship program at the Universitas Pendidikan Indonesia, Tasikmalaya Campus. It employs a quantitative research method with a descriptive-verification approach, utilizing a sample selection technique. The population consists of 200 individuals, with a sample size of 35. The analysis method used in this research is factor analysis, specifically the quantitative second-order confirmatory factor analysis (CFA). Data collection involves a questionnaire based on variables contributing to the sustainability of a family business.This study highlights several factors essential for building a sustainable family business among Entrepreneurship program students at the Universitas Pendidikan Indonesia, Tasikmalaya Campus. It emphasizes the necessity of supportive factors in establishing a family business and the importance of adequate knowledge in building a successful business. This includes strategies, the significance of having a clear vision and mission, the importance of environmental analysis, and the need to develop appropriate strategies to achieve business goals.

References

[1]

Bennedsen, M., Nielsen, K. M., Pérez-González, F., & Wolfenzon, D. (2007). Inside the family firm: The role of families in succession decisions and performance. The Quarterly Journal of Economics, 122(2), 647-691. https://doi.org/10.1162/qjec.122.2.647

[2]

Boyd, B., Royer, S., Pei, R., & Zhang, X. (2010). Knowledge transfer in family business successions: Implications of knowledge types and transaction atmospheres. Journal of Family Business Management, 5(1), 17-37. https://doi.org/10.1108/20436231111122221

[3]

Brice, W. D., & Jones, W. D. (2008). The personality orientation of business founding teams and organizational learning. Journal of Business and Entrepreneurship, 20(2), 30–46.

[4]

Brown, T. A. (2015). Confirmatory factor analysis for applied research (2nd ed.). Guilford Publications.

Chan, S. H., & Makino, S. (2007). Legitimacy and multi-level institutional environments: Implications for foreign subsidiary ownership structure. Journal of International Business Studies, 38(4), 621-638. https://doi.org/10.1057/palgrave.jibs.8400278

[5]

Creswell, J. W., & Creswell, J. D. (2018). Research design: Qualitative, quantitative, and mixed methods approaches (5th ed.). SAGE Publications.

[6]

Daspit, J. J., Holt, D. T., Chrisman, J. J., & Long, R. G. (2021). Examining family firm succession stages post-succession: A sources-and-outcomes perspective. Journal of Small Business Management, 59(2), 326-358. https://doi.org/10.1080/00472778.2019.1659680

[7]

De Massis, A., Audretsch, D., Uhlaner, L., & Kammerlander, N. (2022). Innovation with limited resources: Management lessons from the German Mittelstand. Journal of Product Innovation Management, 39(1), 5-20. https://doi.org/10.1111/jpim.12543

[8]

Grimes, D. A., & Schulz, K. F. (2002). Descriptive studies: What they can and cannot do. The Lancet, 359(9301), 145-149. https://doi.org/10.1016/S0140-6736(02)07373-7

[9]

James, A. E. (2021). Managing succession and firm performance in family businesses: A social cognitive perspective. Journal of Family Business Strategy, 12(2), 100371. https://doi.org/10.1016/j.jfbs.2020.100371

[10]

Kraus, S., Pohjola, M., & Koponen, A. (2012). Innovation in family firms: an empirical analysis linking organizational and managerial innovation to corporate success. Review of Managerial Science, 6(3), 265-286. https://doi.org/10.1007/s11846-011-0052-9

[11]

Leitterstorf, M. P., & Rau, S. B. (2014). Socioemotional wealth in family firms: Survey design and results from Germany. International Journal of Financial Studies, 2(3), 114-133. https://doi.org/10.3390/ijfs2030114

[12]

Poza, E. J. (2021). Family business (5th ed.). Cengage Learning.

[13]

Schepers, J., Voordeckers, W., Steijvers, T., & Laveren, E. (2014). The entrepreneurial orientation–performance relationship in private family firms: the moderating role of socioemotional wealth. Small Business Economics, 43(1), 39-55. https://doi.org/10.1007/s11187-013-9533-5

[14]

Xi, J., Kraus, S., Filser, M., & Kellermanns, F. W. (2015). Mapping the field of family business research: Past trends and future directions. International Entrepreneurship and Management Journal, 11(1), 113-132. https://doi.org/10.1007/s11365-013-0286-z

[15] Long, R. G. & Chrisman, J. J. Management succession in family business. in Handbook of family business 249–268 (SAGE Publications, 2014).

[16] Bozer, G., Levin, L. & Santora, J. C. Succession in family business: multi-source perspectives. Journal of Small Business and Enterprise Development 24, 753–774 (2017).

[17] Kotlar, J. & de Massis, A. Goal setting in family firms: Goal diversity, social interactions, and collective commitment to family–centered goals. Entrepreneurship Theory and Practice 37, 1263–1288 (2013).

[18] Oudah, M., Jabeen, F. & Dixon, C. Determinants linked to family business sustainability in the UAE: An AHP approach. Sustainability 10, 246 (2018).

[19] Koseoglu, M. A., Altin, M., Chan, E. & Aladag, O. F. What are the key success factors for strategy formulation and implementation? Perspectives of managers in the hotel industry. International Journal of Hospitality Management 89, 102574 (2020).

[20] Bauer, F. & Matzler, K. Antecedents of M&A success: The role of strategic complementarity, cultural fit, and degree and speed of integration. Strategic Management Journal 35, 269–291 (2014).

[21] Dulebohn, J. H. & Johnson, R. D. Human resource metrics and decision support: A classification framework. Human Resource Management Review 23, 71–83 (2013).

[22] White, D. B. et al. A randomized trial of a family-support intervention in intensive care units. New England Journal of Medicine 378, 2365–2375 (2018).

[23] Smith, W. K. Dynamic decision making: A model of senior leaders managing strategic paradoxes. Academy of Management Journal 57, 1592–1623 (2014).

Downloads

Published

2024-02-29