Succession as a sustainability factor of family business in Slovakia

Equilibrium Pub Date : 2019-09-30 DOI:10.24136/eq.2019.024
Z. Lušňáková, Zuzana Juríčková, M. Šajbidorová, Silvia Lenčéšová
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引用次数: 17

Abstract

Research background: The success of family businesses abroad is not measured by profit, but is judged by the number of generations that have successfully mastered the succession process. This is why family businesses in Slovakia should also focus on long-term existence. Succession in a family business must be prepared with sufficient time in advance, as this is one of the most risky moments of its future. Purpose of the article: Successful management of the succession process in family businesses requires several years of preparation in different areas. The aim of this paper is to assess the readiness of Slovak family companies to owner generational change in application of selected factors in ensuring the smooth transmission of family businesses to the younger generation. Methods: The method of research was a questionnaire based on a 5-degree Likert scale, where the respondents expressed the degree of their agreement or disagreement with the particular statement. The questionnaire was filled by sample of 412 respondents — 206 family business owners and their 206 successors (son/ daughter).  The statistical relations and correlations between variables were performed by Cronbach alpha, Spearman test, Kruskal-Walis test using EXCEL and SAS Enterprise Guide 7.1. programs. Findings & Value added: Slovak family companies have already passed or they are in the process of preparing or implementing the first generational change. We cannot be compared yet with family companies in Germany, USA or the Nether-lands because these firms are in the process of the fourth generation change in the ownership. The added value of this paper is the identification of deficiencies and reserves that prolong or expel the process of successful company transfer to a young generation. It is related to human capital — the professional competence of the successor and the willingness of the founder to leave, the absence of important business documents, or the effort to cope with the process itself.
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继承是斯洛伐克家族企业的可持续性因素
研究背景:国外家族企业的成功不是以利润来衡量的,而是以成功掌握传承过程的几代人来判断的。这就是为什么斯洛伐克的家族企业也应该关注长期存在的原因。家族企业的继承必须提前准备充足的时间,因为这是企业未来最危险的时刻之一。本文的目的:成功管理家族企业的继承过程需要在不同领域进行数年的准备。本文的目的是评估斯洛伐克家族企业在确保家族企业顺利传递给年轻一代的选定因素的应用中对所有者代际变化的准备程度。方法:研究方法是基于5度李克特量表的问卷调查,受访者表达他们对特定陈述的同意或不同意程度。这份问卷由412名受访者填写,其中包括206名家族企业主及其206名继承人(儿子/女儿)。变量间的统计关系和相关性采用Cronbach alpha检验、Spearman检验、Kruskal-Walis检验,使用EXCEL和SAS Enterprise Guide 7.1。项目。调查结果与增值:斯洛伐克家族企业已经完成或正在准备或实施第一代更迭。我们还不能与德国、美国或荷兰的家族企业相比,因为这些企业正处于第四代所有权变更的过程中。本文的附加价值在于找出延长或驱逐成功的公司向年轻一代转移过程的缺陷和储备。它与人力资本有关——继任者的专业能力和创始人离职的意愿、缺少重要的商业文件,或者应对流程本身的努力。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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