When a family gives or sells more than 50% of its business, it no longer controls the business and the business is no longer a family business. At a minimum, families must own about 51% of the business for it to be family-owned. In some cases, a family member on the board of directors may side with outsiders and give non-family members control of the company through votes on the board. However, the business is still considered a family business because the family members own the majority of the business. Research on international family businesses and conflicts is incomplete, as most studies focus on U.S.-based family businesses. However, there are studies that can shed light on conflicts and family business succession in an international context. Differences in ethnicity can influence the expectations of family businesses in a succession process (Sharma, 1997). For example, Chau (1991), McGoldrick and Troast (1993) and Wong (1993) suggest that there are differences in the basic philosophy and underlying assumptions of family members of different ethnic backgrounds regarding how succession is managed. For example, while Chinese family businesses distribute family wealth equally among male members, Japanese family businesses often have a male heir who succeeds him and receives all the assets. Other succession issues, which vary from culture to culture, are communication models (e.B save face/confrontation), forms of conflict resolution (e.B. direct/indirect), the value of education and the position of women in culture (Chau 1991; Fruin, 1980; Lansberg and Perrow, 1991; Rothstein, 1992; McGoldrick and Troast, 1993; Dean 1992; Stallions, 1992). For example, in Japan, succession is seen as the basis of children`s professionalism rather than a priority, and in China, succession is seen as a family inheritance and a top priority (Dean, 1992; Wong, McReynolds & Wong, 1992).
In addition, Japanese women had been denied a visibly important role in the family business; However, recent results have shown that women own 23 percent of all family businesses in Japan (Wild, Wild and Han 2000). In Australia, women own 33% of family businesses, in Canada 31%, in Mexico 16%, and in the Netherlands, 15% of family businesses (Wild, Wild and Han, 2000). Bork, D. (1986). Family business: risky business: how to make it work. New York: Amacom Books. Most companies have a board of directors. Board members vote on important issues facing the company, including who can sit on the board and work for the family business. Maintaining a majority of board votes is a way for families to retain control of their businesses. Stempler, G.
L. (1988). “A study on succession in family businesses.” Doctoral thesis. Washington, DC: George Washington University. Comment: The Ambani are the richest family in India. Mukesh Ambani is chairman and CEO of the holding company founded by his father Dhirubhai. Mukesh`s wife, Nita, also serves on the board of directors, while her son Akash and daughter Isha sit on the boards of the company`s retail and telecommunications units. The business continuity agreement occurs when family members commit to maintaining the business and are willing to work together to secure its future (Handler, 1989).
Research has shown that the company`s continuance agreement is positively linked to perceived family harmony (Babicky, 1987) and the company`s disbursements (para. B example, financial gains, increased market share and growth) (Alexrod, 1984). Although the agreement to sue the business is not correlated with negative aspects, the decision to sue the family business is not an easy one. Family members must unanimously agree on the future of the company, which is continuity and possible opportunities for the future. Therefore, the decision to sue the company must be a consensual decision with clear gains for those involved in the agreement. In addition, each member of the family business must be ready to do what is necessary to immortalize the business. So what happens if the owner decides to get married and have children? Of course, it depends on whether or not the couple decides that the spouse and children will be part of the business in some way. Here are some scenarios for a sole proprietorship family business: A technique offered to family entrepreneurs when planning their estate is called an “estate freeze.” This technique allows the business owner to “freeze” the value of the business at some point by creating preferred shares that do not have an increase in value, and then transferring the common shares to their heirs. Since the majority of the company`s shares are privileged and not revalued, inheritance tax is reduced. However, heirs are required to pay gift tax when the preferred shares are transferred to them.
In addition, questions of confidence in the successor`s abilities and intentions, and in what the incumbent will do next, are often at the heart of the perception of conflicts. The conflict over a licensee`s propensity to step down provides an opportunity to make work expectations explicit and to prepare both the incumbent and his or her successor for a satisfying personal life in the family itself […].