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Business, Enterprise & Management

Permanent URI for this collectionhttps://eresearch.qmu.ac.uk/handle/20.500.12289/5

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Author: search.filters.author.Bent, RichardEnd date: 2019

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Now showing 1 - 10 of 26
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    Extending cross-gender succession theories: Mother–son succession in family business
    (Emerald, 2018-12-10) Seaman, Claire; Ross, Susanne; Bent, Richard; Higgins, David; Jones, Paul; McGowan, Pauric
    The importance of succession in family business is well documented and there is general agreement that successful succession represents a key factor in the success or otherwise of individual businesses owned and run by families. The importance of gender in family business succession is a much more recent topic, where initial work has focussed very much on the increasing tendency for women to take on the family business as a successor. Far less research, however, considers the scenario where a female leader passes on the business, whether that takes the form of family succession, a new leader from out with the family or indeed business sale. This dearth of research is not entirely surprising: whilst female leaders in a family business context are not new, their numbers have been relatively small and often mediated through the lens of co-preneurship with a male partner. As women increasingly succeed to and found family businesses however, the gender dimension within family business succession develops and the research response forms the basis for this chapter.
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    Seduced into the Family Business: editorial
    (Emerald, 2010) Seaman, Claire; Graham, Stuart; Bent, Richard
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    Business support systems and cultural diversity : a knowledge transfer partnership with a manufacturer of South Asian spicy foods
    (2005) Seaman, Claire; Bent, Richard; Campbell, Gordon; Miskin, David; Unis, A.
    This paper illustrates a successful Knowledge Transfer Partnership [KTP] carried out between Queen Margaret University College and Mrs Unis Spicy Foods, a manufacturer of South Asian Spicy foods based in Edinburgh. The project is believed to be one of the first of its kind to be carried out with a South Asian owned company and the unique cultural influences on project development and management. This paper highlights both the theoretical and practical processes of knowledge transfer and will illustrate the importance of business solutions that can be tailored to the culture within an individual company. Mrs Unis Spicy Foods is a company that manufactures samosas, pakoras, nan and curries which are distributed throughout Scotland. The products sell mainly to corner shops, cash and carries, delicatessens, hospitals and universities. In addition, food for local exhibitions and conferences and Indian party food for the general public are also supplied. The potential market size for Asian foods is difficult to estimate, due to the differing modes of supply. The restaurant trade is currently estimated to be worth over 2 billion per annum in the UK, but this market is currently lacking in growth opportunities. The pre-packaged convenience food sector, however, is seeing strong levels of growth and the increased demand for convenience foods across all sectors is predicted to continue. The increase in the amount of shelf-space now given to convenience foods of ethnic origin in food retailers is clearly visible and the continuing market for the development of new products for this market is acknowledged. The primary aim of the project was to facilitate long-term knowledge transfer of business expertise from the University to the company and to encourage academics to increase their practical business experience. The development of new fusion products that blended South Asian and Scottish cuisine was a part of this project, designed to facilitate company and sales development and the targeting of new market sectors [Seaman et al, 2005]. Much that is already apparent within the literature regarding business culture and the development of appropriate business support systems is born out by the experiences of this team, with the key role played by cultural aspects emphasised by the South Asian culture apparent within the company. In addition, whilst developing and managing projects and production in an environment where English is not the first language is well documented, a business where a variety of languages are spoken, far fewer are written and some employees cannot communicate directly with the business owner is a challenging proposition. In practice, the programme heralded important changes in the structure and development of the company providing a model for the future and raising important questions about change-management and decision making. The importance of this project is threefold: to businesses it illustrates the advantages of engaging in such projects; to academics it illustrates both the importance of the cultural dimension and the potential for success and for those engaged in the development of business support systems it emphasises the importance of the individually tailored response for diverse companies.
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    Selling the Family Name? Family Businesses, Retail and Branding
    (2015) Seaman, Claire; Bent, Richard
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    Family Business Ancestries
    (2014) Seaman, Claire; Bent, Richard; di Belmonte, S.
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    The role of family values in the integrity of family business
    (Routledge, 2017-07-06) Seaman, Claire; Bent, Richard; Orlitzky, Marc; Manjit, Monga
    This chapter proposes that the combined influence of a number of different family members may contribute to the development of business integrity and would usefully merit further research. Family businesses form a cornerstone of the economies of most developed countries and appear to provide a degree of community and social stability. The importance of business integrity is relatively widely acknowledged and indeed has generated a certain media profile in recent years, defining business integrity has provoked some debate. Family business values initially received scant attention in family business research that, in its early stages, focused heavily on economic contribution, definitional challenges, and the interactional systems between the family and the business. The initial modeling work carried out by Patrick and Quinn regarded business integrity as an intangible strategic asset, viewing the integrity capacity as part of the process for continual process alignment that achieves balanced judgment.
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    Over the hedge: hidden networks in knowledge transfer
    (Inderscience, 2012-12) Bent, Richard; Seaman, Claire; Welsh, Rita; Pretious, Mike
    This paper develops the Edinburgh knowledge hedge (Bent et al., 2010) to introduce the largely hidden role formal and informal networks in the process of linking SMEs and business support agencies, presenting a model to assist in identifying remaining barriers to knowledge exchange. The model is applied to a detailed case study of primary business support experience, laying the foundation for practical and theoretical developments. It is proposed that the model will provide a basis for future qualitative research in this area. A conceptual framework is developed to capture the complexity of knowledge exchange between SMEs and business support agencies and providers. Within the case study SME owners and business advisors identify areas not resolved by formal/informal networks, aiding the development of case specific strategies to get both parties 'over the hedge'.
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    Family Values: Influencers in the Development of Financial and Non-financial Dynamics in Family Firms
    (Palgrave Macmillan, 2018-09-06) Seaman, Claire; Silva, Mauricio; Bent, Richard; Dibrell, Clay; Memili, Esra
    The role of family values is considered here as one potential contributor to heterogeneity. The pursuit of profit as an end goal may be key for many family businesses, but there are well-documented cases of businesses where corporate citizenship and philanthropy are integral to the business model. Earlier work has highlighted that where one family has a predominant level of control in a business, their family values may assume greater importance and thereby be more likely to influence strategy. Within this chapter, we propose that the concentration of family values that occurs when one family has a predominant level of control within the business may be a key contributor to the development of financial and non-financial dynamics, representing one way in which strategy is developed and implemented.
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    Fissures in the marketing strategies of South Asian restaurants in Edinburgh
    (Blackwell Publishing Ltd, 2005-05) Seaman, Claire; Bent, Richard; Ingram, Arthur; Welsh, Rita; Mederos, Mederos
    This exploratory study sought to investigate South Asian restaurants in Edinburgh, Scotland, UK in order to obtain a preliminary identification of marketing gaps compromising their future profitability. The aims of the study were to expose and understand the relative importance attached by owners and managers of South Asian restaurants in Edinburgh to the different elements of the marketing mix. South Asian restaurants form a small but important sector of the restaurant in market in towns throughout the UK and are characteristically of disproportionate financial and social importance to the communities who run them. South Asian restaurants in Edinburgh, as in most towns in the UK, are run primarily by the Bangladeshi community and are under increasing pressure as the variety of restaurants operating in the sector increases. The results of the study make evident that any initiatives taken to support South Asian restaurants should include awareness-raising actions. Building awareness, which is perceived to be currently partially understood, of the importance of studying markets, customers and competitors is essential before any advice is given on how to accomplish these monitoring tasks. Equally, a fundamental priority is to encourage self-critical and proactive approaches to business, thus increasing the capacity to identify possible problems and implement correcting measures.