Stephen L. McClure’s scientific contributions

... Partager la direction d'une entreprise en fonction de ses goûts, compétences et savoir-faire a du sens (Heenan & Bennis, 1999). Le sujet renvoie cependant à l'identification des facteurs améliorant la probabilité de réussite d'une direction partagée, dans la mesure où cette approche collective s'inscrit dans la durée (O'Toole et al., 2002 Les trois approches présentées dans le tableau 1 amènent à des situations très différentes mais soulèvent une question commune relative à l'équité (Ayres & Lansberg, 1989;Aronoff & Ward, 1992;Nicholson & Bjönberg, 2008) entre frères et soeurs : est-il juste de partager la propriété entre tous les enfants, dans le cas où l'un d'entre eux travaille dans l'entreprise depuis plus longtemps que les autres ? Cette interrogation nous guide, et dans un souci d'homogénéité, nous ne retenons que les cas de figure dans lesquels les membres de la fratrie se partagent de manière égale la propriété de l'entreprise (première colonne du tableau 1). ...

Reference:

PME familiales québécoises : Impact des parties prenantes externes à la famille dans les co-successions en fratrie

... Up to 1/3 of family businesses are ready and able to make quick decisions that require a sudden change in the management structure or ownership of the company (KPMG 2017). Every family business owner who wants to entrust their business to the next generation in the future needs to have their own succession plan (Ward 2019). Although a plan needs to be developed, many companies do not plan for succession (Sharma et al. 2003). ...

Reference:

Succession as a Risk Process in the Survival of a Family Business—Case of Slovakia

... The article contributes to the literature on family policy change in at least two ways. First, it points at the importance of politics, and the highly contested nature of family and care policy (Tyyskä, 1995;Zimmerman, 1995Zimmerman, , 2011. In order to understand how policies come to be, and how they are renegotiated, we need to investigate how such underlying principles are politicized, contested and (re)framed in political discourses (Schmidt, 2002). ...

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Freedom of choice, gender equality, or employment promotion? Finnish party positions on childcare in the light of election manifestos 2015

... Michiels (2017) argues that the compensation problem is at the center of HR problems in family firms and scholars should pay attention to this problem. According to Aronoff et al. (2011), compensation issues, particularly those for non-family managers are the second biggest issue in family firms after succession. In addition to that, a professional compensation system is important for family firms for two main reasons. ...

Reference:

Digital Age of Human Resources Management

... Different types of hierarchical inconsistencies might be associated with different daily job dynamics of nonfamily executives. For instance, hierarchical inconsistency between a parent and a child sometimes implies succession, and nonfamily executives might spend lots of time and energy facilitating the succession by mentoring the young successor and balancing the interests of different stakeholders during the turbulent transition period (Aronoff, McClure, & Ward, 2003;Michel & Kammerlander, 2015). In contrast, managers working in firms with hierarchical inconsistency between siblings might be less likely to focus on such responsibilities. ...

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Hierarchical Inconsistency Among Family-Member Top Leaders and Nonfamily Executives' Compensation Levels: Evidence from Chinese Family Firms

... Because of their inherent diversity, it is also impossible to provide a simple concept of a family company (Pan et al., 2016;Peruzzi, 2017). In these organizations, family values and their roots are of considerable value, and younger generations have continued to stay loyal to the way their family conducts business (Zahra, 2003;Aronoff et al., 2016). These dimensions are vital because the family's history and values are preserved unchanged and become a practice that anchors decision-making. ...

Reference:

Influence of Family Ownership on Firm Performance: A Study of SMEs in Kabul