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Linfield College Archives - One of the best experts on this subject based on the ideXlab platform.
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Anna Maria Ponzi Interview 09
DigitalCommons@Linfield, 2019Co-Authors: Linfield College ArchivesAbstract:Anna Maria Ponzi is photographed during an oral history interview at Ponzi Vineyards in Sherwood, Oregon on June 7, 2019. Ponzi was interviewed by Linfield College archivist Rich Schmidt. Anna Maria Ponzi is the president, director of sales and marketing, and a second-Generation Owner at Ponzi Vineyards.https://digitalcommons.linfield.edu/owha_ponzi_ohphotos/1019/thumbnail.jp
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Anna Maria Ponzi Interview 13
DigitalCommons@Linfield, 2019Co-Authors: Linfield College ArchivesAbstract:Anna Maria Ponzi is photographed during an oral history interview at Ponzi Vineyards in Sherwood, Oregon on June 7, 2019. Ponzi was interviewed by Linfield College archivist Rich Schmidt. Anna Maria Ponzi is the president, director of sales and marketing, and a second-Generation Owner at Ponzi Vineyards.https://digitalcommons.linfield.edu/owha_ponzi_ohphotos/1023/thumbnail.jp
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Anna Maria Ponzi Interview 19
DigitalCommons@Linfield, 2019Co-Authors: Linfield College ArchivesAbstract:Anna Maria Ponzi is photographed during an oral history interview at Ponzi Vineyards in Sherwood, Oregon on June 7, 2019. Ponzi was interviewed by Linfield College archivist Rich Schmidt. Anna Maria Ponzi is the president, director of sales and marketing, and a second-Generation Owner at Ponzi Vineyards.https://digitalcommons.linfield.edu/owha_ponzi_ohphotos/1029/thumbnail.jp
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Anna Maria Ponzi Interview 20
DigitalCommons@Linfield, 2019Co-Authors: Linfield College ArchivesAbstract:Grapevines blanket the hillside at Ponzi Vineyards in Sherwood, Oregon. This photograph was taken during an oral history interview with Anna Maria Ponzi on June 7, 2019. Ponzi was interviewed by Linfield College archivist Rich Schmidt. Anna Maria Ponzi is the president, director of sales and marketing, and a second-Generation Owner at Ponzi Vineyards.https://digitalcommons.linfield.edu/owha_ponzi_ohphotos/1030/thumbnail.jp
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Anna Maria Ponzi Interview 05
DigitalCommons@Linfield, 2019Co-Authors: Linfield College ArchivesAbstract:The first wine press at Ponzi Vineyards in Sherwood, Oregon is photographed during an oral history interview with Anna Maria Ponzi on June 7, 2019. Ponzi was interviewed by Linfield College archivist Rich Schmidt. Anna Maria Ponzi is the president, director of sales and marketing, and a second-Generation Owner at Ponzi Vineyards.https://digitalcommons.linfield.edu/owha_ponzi_ohphotos/1015/thumbnail.jp
Stephanus Petrus Van Der Merwe - One of the best experts on this subject based on the ideXlab platform.
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the determinants of the readiness to let go among senior Generation Owner managers of small and medium sized family businesses
South African Journal of Economic and Management Sciences, 2010Co-Authors: Stephanus Petrus Van Der MerweAbstract:The objective of this study was to assess the determinants of the readiness of the senior Generation Owner-managers to finally transfer the management and control of the family business to the younger Generation. Data from 504 questionnaires linked to 81 family businesses were collected and analysed. An Oblimin oblique rotation was carried out on the principal components of the exploratory factor analysis. Five factors with eigen-values greater than one, explaining 62.64 per cent of the variance, were extracted. These five factors describing the theoretical dimensions of the dependent variable were: the senior Generation Owner-manager’s readiness to let go, and the independent variables of retirement planning, perceived suitability of the successor, estate planning, and the perceived liquidity of the business after the transfer. No significant practical differences relating to these five factors could be found between the perceptions of male and female respondents, the senior and younger Generation family members or family members involved in medium-sized or small businesses. Practical recommendations are suggested to ensure a smooth final transfer of the management and control of the business to the younger Generation family members.
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an exploratory study of some of the determinants of managements succession planning in family businesses
Management Dynamics : Journal of the Southern African Institute for Management Scientists, 2009Co-Authors: Susanna M Ellis, Stephanus Petrus Van Der Merwe, Elmarie VenterAbstract:This study highlights the importance of management succession planning in small and medium-sized family businesses. The primary objective of this study is twofold : firstly to identify the potential influence of selected variables (determinants) on the management succession planning process in small and medium-sized family businesses, and secondly to make practical recommendations for actions that families can take to improve their chances of a successful succession and thereby ensure the sustainability of the family business for future Generations. Structured questionnaires were received from 270 active family members from 77 family businesses. The data collected were subjected to various statistical analyses. An Oblimin oblique rotation was performed on the principal components of the exploratory factor analysis. In this study three factors describing the theoretical dimensions of management succession planning, perceived suitability of the prospective successor and the expected outcome of the succession were extracted. Based on the results of the regression analysis, both management succession planning and the perceived suitability of the prospective successor have a positive influence on the expected outcome of the succession. Although statistical significant differences were found between the perceptions of male and female as well as between senior- and younger-Generation family employees regarding the variables, these differences were not practically significant. This study, however, confirms the important role that an effective management succession planning process plays in ensuring the successful transfer of the family business from the senior-Generation Owner-manager to the younger-Generation family.
Brenkman A.r. - One of the best experts on this subject based on the ideXlab platform.
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Exploring the management succession process in small and medium-sized family businesses
North-West University (South Africa), 2020Co-Authors: Brenkman A.r.Abstract:MBA, North-West University, Potchefstroom CampusSmall and medium-sized family businesses in South Africa facing unique management succession challenges, they are particularly vulnerable to the detrimental consequences of a poorly implemented management succession strategy. Many family businesses experiences with difficulty to transfer entrepreneurial commitments and capabilities from the first-Generation Owner to a less “hungry” second-Generation Owner. The primary objective of the study is to explore the management succession process in small and medium-sized family businesses with the intention to gain a deeper understanding into elements that distinctly identify this sensitive subject. This research study was conducted through a literature and empirical study. The primary intention is to obtain an understanding of family businesses with specific reference to the strategic significance of the management succession process in the business. Topics covered in the literature study on family businesses include a definition of family businesses, family business success, uniqueness of family businesses, characteristics of successful family businesses, advantages and disadvantages of family businesses and challenges family businesses are facing. Subjects discussed in the literature study on the management succession process include a definition of succession, the importance of succession in family businesses, factors that influence succession, succession planning, selecting and choosing a successor as well as mentoring and preparation of the successor(s). The research methodology takes shape in the form of a qualitative study, a semi-structured interview schedule has been applied by the researcher to preside over the research. The interviews with the specific business Owners were conducted personally in English and Afrikaans. Moreover, the interviews were exploratory by nature, thus, respondents had given their own opinion and were afforded the opportunity to propose implementation initiatives to the term “succession planning” within their specific family and business structure. It was concluded on the basis and findings of the empirical study that the general perception is true that small and medium-sized family businesses do not have a formal written succession strategy on the table. These businesses tend to take a less structured approach which allows them to adapt quickly when dealing with the succession topic, family members strategise their decision-making around the basic principle of good understanding and mutual trust amongst family members. Family businesses with high levels of sibling rivalry tend to fail during the succession planning and management succession process. Lastly, practical recommendations focus on the critical leadership strategy the first-Generation Owner should portray to help and guide the relatives in a constructive manner during the management succession process, parents should be initiators of the succession planning strategy, although they work through their own emotions concerning ‘letting-go’ they are the only party who has the influential power to initiate and manage the management succession process through to the second Generation. It is finally recommended to the second-Generation Owners to take an honest look at their future, should they stay in the family business or should they go and find a new life for themselves outside the structure of the family business. Finally, relatives who finally decide to stay should consider implementing critical policies and procedures as recommended during the final chapter of the study.Master
Elmarie Venter - One of the best experts on this subject based on the ideXlab platform.
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an exploratory study of some of the determinants of managements succession planning in family businesses
Management Dynamics : Journal of the Southern African Institute for Management Scientists, 2009Co-Authors: Susanna M Ellis, Stephanus Petrus Van Der Merwe, Elmarie VenterAbstract:This study highlights the importance of management succession planning in small and medium-sized family businesses. The primary objective of this study is twofold : firstly to identify the potential influence of selected variables (determinants) on the management succession planning process in small and medium-sized family businesses, and secondly to make practical recommendations for actions that families can take to improve their chances of a successful succession and thereby ensure the sustainability of the family business for future Generations. Structured questionnaires were received from 270 active family members from 77 family businesses. The data collected were subjected to various statistical analyses. An Oblimin oblique rotation was performed on the principal components of the exploratory factor analysis. In this study three factors describing the theoretical dimensions of management succession planning, perceived suitability of the prospective successor and the expected outcome of the succession were extracted. Based on the results of the regression analysis, both management succession planning and the perceived suitability of the prospective successor have a positive influence on the expected outcome of the succession. Although statistical significant differences were found between the perceptions of male and female as well as between senior- and younger-Generation family employees regarding the variables, these differences were not practically significant. This study, however, confirms the important role that an effective management succession planning process plays in ensuring the successful transfer of the family business from the senior-Generation Owner-manager to the younger-Generation family.
Sabrina Schell - One of the best experts on this subject based on the ideXlab platform.
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psychological Ownership as a driving factor of innovation in older family firms
Journal of Family Business Strategy, 2019Co-Authors: Sabine B Rau, Arndt Werner, Sabrina SchellAbstract:Abstract Innovation is often key to long-term success. While some family firms innovate less when growing older, others are very successful and innovative over multiple Generations. We provide a new explanation for this phenomenon by showing that psychological Ownership can influence the relationship between Generation in Ownership and innovation output. In line with the literature, we find that over the Generations, innovation output decreases, being significantly lower in the third and later Generation than in the founder Generation. However, if the third and later Generation Owner-managers have high levels of psychological Ownership, innovation output is as high as in the founder and second Generation. Our hypotheses are supported by data obtained from 942 German firms. Innovation in the third Generation and beyond seems more feasible when not only legal Ownership, but also psychological Ownership, is passed down to the succeeding Generation.