Gideon Maas

The Influence of Successor-Related Factors on the Succession Process in Small and Medium-Sized Family Businesses

In this study, successor-related factors that can influence the succession process in small and medium-sized family businesses are empirically investigated. This study was undertaken in South Africa among 2,458 owner-managers and successors in 1,038 family businesses. These respondents were identified via a snowball-sampling technique. A total of 332 usable questionnaires were returned. The dependent variable in this study, namely, the perceived success of the succession process, is measured by two underlying dimensions: satisfaction with the process and continued profitability of the business. The empirical results indicate that the successor-related factors that influence satisfaction with the process are, on the one hand, the willingness of the successor to take over and the relationship between the owner-manager and successor, on the other hand. The continued profitability of the business is influenced by the willingness of the successor to take over the business, the preparation level of the successor, and the relationship between the successor and owner-manager. The relationship between the owner-manager and successor is in turn influenced by the extent to which interpersonal relationships in the family can be described as harmonious. Based on these findings recommendations for successful succession are offered.

Influence of Owner-Manager-Related Factors on the Succession Process in Small and Medium-Sized Family Businesses

In this study, owner-manager-related factors that can influence the succession process in small and medium-sized family businesses are empirically investigated. The study was conducted among 2,458 owner-managers and successors in 1,038 family businesses identified via a snowball sampling technique. A total of 332 usable questionnaires was returned. The dependent variable in this study, namely the ‘perceived success of the succession process’, is measured by two underlying dimensions, namely the ‘satisfaction with the process’ and ‘continued profitability of the business’. The empirical results indicate that the owner-manager-related factors that influence ‘satisfaction with the process’ are the ‘relationship between the owner-manager and successor’, the ‘owner-managers trust in the successors abilities and intentions’ and ‘family harmony’. The ‘continued profitability of the business’ is influenced by the ‘relationship between the successor and owner-manager’ and the ‘trust that the owner-manager has in his or her successors abilities and intentions’. The willingness of the owner-manager to hand over the business is in turn influenced by the extent to which he or she has ‘interests outside of the context of the family business’ and has ‘trust in the successors abilities and intentions’. The extent to which there is ‘harmony among the family members’ will influence the ‘relationship between the owner-manager and successor’. Based on these findings, recommendations for successful successions are offered.

Systemic Entrepreneurship: Contemporary Issues and Case Studies

1. An overview of systemic entrepreneurship 2. An overview of entrepreneurship education 3. Entrepreneurship support 4. Quo Vadis?

Beta:: An Experiment in Funded Undergraduate Start-up

This paper reports on an evaluation of a funded undergraduate project designed to enable student business start-up. The programme, entitled ‘Beta’, provides undergraduate students with £1,500 of seed-corn funding. The key objective of the project is for the participants to exit it with a viable and legal business entity through which they can start trading on completion of the course. The study adopts a case study approach and evaluates all aspects of the Beta programme, the actors involved and its processes and practices. The authors examine the development of the project and the challenges and hurdles that were identified and overcome to realize the projects goals.

Accelerating Entrepreneurial Development in South Africa: Recommendations from a Practical Application

The worldwide trend towards outsourcing non-core, company-specific activities has a number of positive macroeconomic implications. The most notable of these is the contribution that this trend will have in promoting the growth of small, micro- and medium-sized enterprises. This, in turn, should stimulate the socioeconomic development of the environment by adding value at the lower levels of production. This paper sets out to document how the successful implementation of an outsourcing project was achieved in a developing economy and makes recommendations as to its successful replication in other developing economies.

The Role of HEIs in an Entrepreneurial Renaissance in South Africa.

For decades, entrepreneurs have been identified as critical change agents in socio-economic development. It is probably safe to say that some countries have had more success than others in the promotion of entrepreneurship; and in that context it can be argued that South Africas successes are not yet clear. The promotion of entrepreneurship through the involvement of higher education institutions (HEIs) is by no means an easy task, but they have an important role to play. Although South African HEIs are focusing on various elements of entrepreneurship promotion, there is no clear evidence of an integrated effort from HEIs to develop entrepreneurial skills and activity. The authors argue that without such an integrated effort entrepreneurship development in South Africa is likely to be constrained.

New Perspectives on Entrepreneurship Education

Abstract This chapter provides a rationale for this book and highlights the key literature in the entrepreneurship education discipline as a background context for the study. The organisation and structure of the book is identified and justified. Thereafter, each chapter included within the text is introduced and profiled. The chapter ends by drawing the overall conclusions of the studies included with suggestions for further research. Implications for the discipline in terms of policy and practice arising from the book are thereafter considered.

The Development of Globally Responsible Entrepreneurial Mindsets

The role of entrepreneurs as change agents responsible for innovation and socio-economic growth in countries is well recognized by various authors (see Burns, 2007: 5 and Kirby, 2003: 32). However, Burns (2007: 12) also indicated that entrepreneurship is not a new concept and has been around for ages; a view supported by Kirby (2003: 9) who indicates that it is only recently — in the 1980s — that entrepreneurship really came to its own because of factors such as increased uncertainty leading to more innovation. This increased focus on innovation created various advantages for entrepreneurs such as improved knowledge and information communication technology, allowing them to improve their product and service offering locally and globally.