The objective of this paper is to provide conceptual clarification of governance mechanisms based on a literature review applied to African family SMEs. The analysis of the literature review made it possible to understand the specificities of African family businesses through a better knowledge of their governance practices on the one hand, and by specific African management in the light of contemporary theories, on the other hand. The study analyses the cultural realities of the African field to propose an explanatory and interpretative framework in the context of African specific management.
Succession process is a major issue regarding a private, family business, all over the world. This single case investigated a limestone family business, located at Goianesia, Goias State, Brazilian Center west region, addressing the pitfalls and challenges of its succession process. After the 2008 recession crisis, due to laid-off workers, the number of family–owned businesses increased drastically all over the world, pushing families to create home-based, mostly internet, low-cost businesses. In North America, for instance, family business represents over 50 percent of the GDP. In emerging markets, such as Brazil, family business represents near 95 percent of the small and medium enterprises. However, an increasing number of home-made companies does not reach the second generation of owners. In consequence, when the transition process fails, sometimes both business and family ties end broken. This article addressed a successful story of a formerly conflicting transition process, regarding a second generation family-owned, Brazilian limestone and dolomite company. Recommendations to managers and practitioners complete the present work.
THE CORPORATE GROWTH STRATEGIES ADOPTED BY LOCAL FAMILY BUSINESSES IN THE MANUFACTURING SECTOR IN NAIROBI COUNTY, KENYA (Published)
Family businesses contribute significantly to the growth of any nation. Many multinational corporations started as family businesses and so there is need to ensure family businesses continue to grow. The continued existence and growth of the businesses depend on the strategies that are in place and one of the key concerns for a family business is to retain the entrepreneurial spirit across generations and overcome retardation or avoid demise as the business grows.The business vision needs to be developed, implemented and changed by successive generations to accommodate growth and give a sense of ownership to the business. Family businesses have the potential to grow and become multinationals. A good example is Mabati Rolling Mills which started in 1961 in Nairobi’s industrial area by the Chandaria family and is today a global player. This family business has propelled upwards due to the growth strategies they have continued to adopt.Mabati Rolling Mills has over the years adopted various growth strategies such as mergers, exporting, new product development, modernization, product differentiation and innovation and market research. These growth strategies have led to the growth and expansion of the company.