Editors
MaritaRautiainen,PeterRosa,TimoPihkala,MariaJoséParadaandAllanDiscuaCruz
TheFamilyBusinessGroupPhenomenon
EmergenceandComplexities
Editors
MaritaRautiainen
SchoolofEngineeringScienceLappeenrantaUniversityofTechnology,Lahti,Finland
PeterRosa
BusinessSchool,UniversityofEdinburgh,Edinburgh,UK
TimoPihkala
SchoolofEngineeringScienceLappeenrantaUniversityofTechnology,Lahti,Finland
MariaJoséParada
StrategyandGeneralManagementDepartment,ESADEBusinessSchool,Barcelona,Spain
AllanDiscuaCruz
DepartmentofEntrepreneurshipandStrategy,LancasterUniversityManagementSchool,
Lancaster,UK
ISBN978-3-319-98541-1 e-ISBN978-3-319-98542-8
/>LibraryofCongressControlNumber:2018957330
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Acknowledgements
Thisbookwouldnothavebeenpossiblewithoutthefamilieswhoinvitedusintotheir
businesslives.Wehaveseenfamilybusinessesofallsizesfromallovertheworld.Weare
gratefultoallofthosefamilymemberswithwhomwehavehadthepleasuretoworkduring
thisandotherrelatedprojectsthathelpedustocompilethisbook.
Writingabookrequirestheworkoflargenumbersofpeople.Itisimportanttousas
editorsinthisdevelopingprofessionalfieldtoacknowledgetheinfluenceandcontributions
ofourcolleagues.Wewanttothankalltheauthorswhogavetheirvaluabledata,timeand
effortinwritingandfinishingdifferentchaptersofthisbook.
Duringtheyearsofresearch,therehasbeenfinancialsupportofseveralkinds.InFinland,
FoundationforEntrepreneurshipResearchandFoundationforEconomicEducationhave
supportedtheresearchofthistopicinseveralprojects,ashasGeorgeDavid’sEndowmentin
fundingactivitiesoftheEdinburghUniversityBusinessSchoolresearchinthisbook.Special
thankstotheDepartmentofEntrepreneurshipandStrategyatLancasterUniversity
ManagementSchoolforcontinuedsupport.WeareparticularlygratefultotheDepartmentof
StrategyandGeneralManagementatESADEandtheSTEPprojectinSpain.
ThePalgraveMacmillanpresshasoursincerethanksforhelpingusturnourresearchinto
apublication.
Contents
1Introduction:PresentingtheCaseforStudyingtheEmergenceandDevelopmentof
FamilyBusinessGroups
PeterRosa,MaritaRautiainen,TimoPihkala,MariaJoséParadaandAllanDiscuaCruz
1.1TheVisionandOrganizationoftheBook
References
PartI TheoreticalandMethodologicalReflections
2TheoreticalInsightsintotheNature,DiversityandPersistenceofBusinessGroups
PeterRosaandTimoPihkala
2.1Introduction
2.2TheEmergenceofBusinessGroupsandtheRoleofPortfolioEntrepreneurship
2.3Conclusion
References
3TheMethodologicalChallengesofResearchingFamily-OwnedBusinessGroups
PeterRosa,MaritaRautiainenandTimoPihkala
3.1Introduction
3.2MethodologicalChallenge1:IdentifyingandRefiningKeyResearchQuestions
andTheories
3.3MethodologicalChallenge2:DefinitionalChallenges
3.3.1UnpackingtheDefinitionalComplexitiesofBusinessGroupsandFamily
BusinessGroups
3.3.2UnpackingtheComplexitiesofLegalEntitiesandAffiliates
3.3.3DefiningPortfolioEntrepreneurship
3.4MethodologicalChallenge3:FamilyBusinessDatabasesAmenabletoRigorous
StatisticalAnalysisAreDifficulttoFindandAccess
3.5MethodologicalChallenge4:ThePhenomenonIsaDifficultProcesstoResearch
RigorouslyOverTime
3.6MethodologicalChallenge5:ResearchersofFamilyBusinessGroupsand
PortfoliosEncountertheChallengesofMapping,RecordingandAnalysing
Complexity
3.6.1Identifying,DescribingandMappingComplexFamilyBusinessGroups
3.7Conclusion
References
PartII TheEmergenceofFamilyBusinessGroupsThroughPortfolioEntrepreneurship
4TheEmergenceofaFamilyBusinessGroup:TheRoleofPortfolioEntrepreneurship
MaritaRautiainenandTimoPihkala
4.1Introduction
4.2BusinessGroupEmergenceThroughPortfolioEntrepreneurship:ACaseStudy
4.2.1ThePortfolioEntrepreneur
4.2.2TheEntrepreneurialModelforDiversification
4.2.3TheEmergenceofaFamilyBusiness
4.2.4BalancingEntrepreneurshipandRetainingWealth
4.3DiscussionoftheCaseStudy
4.3.1BuildingthePortfolio
4.3.2TheCharacteristicsofFamilyBusinessEntrepreneurshipandBusiness
Group
4.3.3TheComplexGroupStructure,OrganizedAccordingtotheFamilyMembers
4.4Conclusion
References
5ManagingPortfolioEntrepreneurship:ACaseStudy
DonatoIacobucciandPeterRosa
5.1Introduction
5.2ResearchMethod
5.3ThePiginiGroup:HistoryOutline
5.4NewVentureCreationandEntrepreneurialTeamFormation
5.5TheDynamicsofEntrepreneurialTeamsinKnowledge-IntensiveBusinesses
5.6Conclusions
References
6EntrepreneurialGrowthThroughPortfolioEntrepreneurship:TheEntrepreneurial
CareerLadder
PeterRosa
6.1Introduction
6.2LearningfromIndigenousEntrepreneurship
6.3EastAfricanIndigenousEntrepreneurshipSystems
6.4ConceptualisingtheEntrepreneurialCareerLadder(ECL)
6.5CaseStudiestoIllustratethe“LadderProcess”atWork
6.5.1CaseStudyOne:MosestheSkinner
6.5.2CaseStudyTwo:JeremiahButchery:FredNgombo(NameChanged)
6.5.3CaseStudyThree:SudhirRuparelia:StartingAgainThroughCashFlowand
Property
6.5.4CaseFour:TheECLandaTrans-generationalUgandanFamily—The
Madhvanis
6.6BusinessFailure
6.7CaseExamplesofaMismatchofEntrepreneurialandBusinessLevels
6.7.1Analysis
6.8ExampleofSquanderingInheritancebyStartingattheWrongLevel
6.8.1Analysis
6.9Conclusion
References
7ResourcefulnessandInformalEconomy:FromPluriactivitytoPortfolio
Entrepreneurship
NaveedAkhterandErnestineNing
7.1Introduction
7.2TheoreticalBackground
7.2.1PluriactivityandPortfolioEntrepreneurship
7.2.2InformalEconomiesandEntrepreneurialResourcefulness
7.3PropositionDevelopment
7.4Discussion
7.4.1FurtherResearch
7.4.2ConcludingRemarks
References
PartIII ComplexityandtheDevelopmentofFamilyBusinessGroups
8TheDynamicsandComplexityofFamilyBusinessGroups
KajariMukherjee,MaritaRautiainen,TimoPihkalaandPeterRosa
8.1Introduction
8.2FamilyBusinessGroupComplexity
8.3ResearchMethodology
8.4TheEmpiricalSetting
8.5ConceptualizingtheCaseFamilyBusinessGroupasaComplexAdaptiveSystem
8.6AcceptingtheComplexityoftheFamilyBusinessGroup
8.7Conclusion
References
9UnderstandingtheDynamicsofBusinessGroupDevelopment:ATransgenerational
Perspective
MariaJoséParada,NaveedAkhter,RodrigoBasco,AllanDiscuaCruzandSarahFitz-Koch
9.1Introduction
9.2LiteratureReview
9.2.1FamilyFirms
9.2.2TransgenerationalEntrepreneurshipandFamilyBusinessGroups
9.3MethodandCaseAnalysis
9.4Discussion
9.4.1AbilitytoTransformtheBusinessModel
9.4.2OwnershipConcentration
9.4.3Familiness
9.4.4EntrepreneurialOrientation
9.4.5ValueTransformation
9.5Conclusion
References
10DecipheringOwnershipofFamilyBusinessGroups
TimoPihkala,SanjayGoel,MaritaRautiainen,KajariMukherjeeandMarkkuIkävalko
10.1Introduction
10.2AbouttheConceptofOwnership
10.3FamilyBusinessGroupasaSetofLegalOwnership
10.3.1TheBenefitsofControllingtheBusinessandItsResourcesinFamily
BusinessGroups
10.3.2TheBenefitsofIncludingOutsideInvestorsintheDistinctBusinessesin
theGroup
10.3.3TheBenefitofOperatingontheLevelsofCollectiveOwnershipand
IndividualOwnership
10.4EmotionalandSocialBenefitsofOwningaFamilyBusinessGroup
10.4.1TheBenefitsofOwningFamilyBusinessGrouponPersonalGoals
10.4.2TheBenefitsofFamilyBusinessGroupOwnershiponFamilyCohesionand
BusinessContinuity
10.4.3SocialBenefitsofOwningaFamilyBusinessGroup
10.5ManagingtheComplexityoftheOwnershipofFamilyBusinessGroups
10.6FutureDirectionsforResearch
10.7Conclusions
References
11GovernanceinFamilyBusinessGroups:ResolvingMultipleContingenciestoSustain
EntrepreneurialCapability
SanjayGoel,TuuliIkäheimonenandMaritaRautiainen
11.1Introduction
11.2TheMeaningoftheContextandGoalsforGovernance
11.2.1FamilyBusinessGovernance
11.2.2FBGsEmergeforaVarietyofReasons
11.2.3GoalsCreatetheBasisforGovernance
11.2.4AGovernanceSystemConsistsofStructures,MechanismsandProcesses
11.3FBGGovernance
11.4DiscussionandFutureResearch
11.5Conclusions
References
PartIV FamilyBusinessGroupsinDifferentLocalContexts
12TheContributionofFamilyBusinessGroupstotheLocalInnovationEnvironment
SuviKonsti-Laakso,JussiHeikkilä,MaritaRautiainen,SatuRinkinenandNaveedAkhter
12.1Introduction
12.2FamilyBusinessGroupsandInnovation
12.3FamilyBusinessesinaRegionalInnovationSystem
12.4MethodologyandData
12.5CaseLahti:DescriptionandEmpiricalFindings
12.5.1TheCharacteristicsoftheLahtiRegion
12.5.2MeasuringInnovationActivityofFamilyBusinessGroupsinLahti
12.6DiscussionandConclusions
12.6.1Limitations
References
13ResilienceandFamilyBusinessGroupsinUnstableEconomies
AllanDiscuaCruz,RodrigoBasco,MariaJoséParada,AntonioMalfenseFierroand
CristinaAlvarado-Alvarez
13.1Introduction
13.2LiteratureAnalysis
13.2.1Resilience
13.2.2TheFamilyBusinessandResilience
13.2.3UncertainEnvironments,RiskandInstability
13.3AModeltoUnderstandFamilyPortfolioEntrepreneurshipinUncertain
Contexts
13.3.1RiskMitigationStrategiesandResources
13.4MethodologicalApproach
13.4.1Honduras:DistributionGroup:AsturiasFamily
13.4.2Venezuela:Agricultural-BasedGroup:PerezDiazFamily
13.4.3Sharjah:DiversifiedPortfolioGroup:Al-QassimiFamily
13.4.4Malawi:TambalaPortfolio—TambalaFamily
13.5Analysis
13.6ConclusionandFutureResearch
References
14EntrepreneurshipandRuralFamilyIdentity:UnderstandingPortfolioDevelopment
inaFamilyFarmBusiness
SarahFitz-Koch,SarahCooperandAllanDiscuaCruz
14.1Introduction
14.2ABriefReviewofPortfolioEntrepreneurshipandItsRoleintheFamily
Business
14.3IdentityandtheFamilyBusiness
14.4PortfolioDevelopmentandFamilyBusiness:ACaseIllustrationoftheSvensson
FarmingFamily
14.4.1FarmingandtheFamilyBusiness
14.4.2TheSvenssonBusinessFamily
14.5UnderstandingPortfolioDevelopmentintheFamilyBusiness
14.5.1FamilyInvolvementandIdentityStructures
14.5.2TheCognitiveElementofIdentity
14.5.3TheAffectiveElementofIdentity
14.6DiscussionandConclusion
References
PartV Conclusion
15Conclusions:ResearchingFamilyBusinessGroups:LessonsLearnedandAvenuesfor
FurtherResearch
PeterRosa,MaritaRautiainen,TimoPihkala,MariaJoséParadaandAllanDiscuaCruz
15.1LimitationsandFurtherResearch
Index
ListofFigures
Fig.3.1PartoftheNurminenfamilybusinessportfoliogenogramcovering1990–2003
Fig.4.1Familybusinessgroupdevelopmentfrom1960to2017
Fig.5.1ThePiginiGroupin2011(PiginiGroupAnnualReport2011)
Fig.6.1Theentrepreneurialcareerladder
Fig.6.2ThedevelopmentofMoses’sportfolio
Fig.6.3FredNgombo’sportfolio
Fig.6.4SudhirRuparelia’sstartingportfolio
Fig.6.5SummarisedandsimplifiedemergenceoftheMadhvanifamilybusinessportfolio
Fig.6.6TheECLgrowthprocess
Fig.8.1Businessgroupstructureandownershipconnectionsafterfirstgrouprestructuringin
2002
Fig.8.2Businessgroupstructureandownershipconnectionsaftersecondgroup
restructuringin2010
Fig.9.1Entrepreneurialdynamicsinbusinessfamilies(numberofbusinesses).(Source:
EuropeanSTEPreport2017)
Fig.9.2Developmentofthebusinessgroup.(Source:authors)
Fig.9.3Businessmodelevolution.(Source:LaborCase2007)
Fig.9.4Businessgroupdiversification.(Source:authors)
Fig.9.5EntrepreneurialorientationofLaborCo.(Source:LaborCase2007)
Fig.11.1Dimensionsoffamilybusinessgroupgovernance
Fig.11.2Theevolutionofafamilybusinessgroup
Fig.12.1Scopeofthestudy(AdaptedandmodifiedfromAutio1998)
Fig.12.2PatentandUMfilingsbyapplicantslocatedinLahti
Fig.12.3DesignrightsfilingsbyapplicantslocatedinLahti
Fig.12.4TrademarkfilingsbyapplicantslocatedinLahti
Fig.13.1Theinterplaybetweenriskandtheenvironmentmodel(Source:MalfenseFierro
(2012,261))
Fig.14.1PortfoliodevelopmentintheSvenssonbusinessfamily
ListofTables
Table5.1Chronologyofthemainevents
Table6.1TheentrepreneurialcareerShethAllidinaVisram(1851–1916)EastAfrica’sfirst
large-scaleportfolioentrepreneur
Table6.2Majorpitfallsinclimbingtheladder
Table10.1Thebenefitsoffamilybusinessgroupownership
Table10.2Emotionalandsocialbenefitsofowningafamilybusinessgroup
Table11.1Governancesystemconsistsofstructures,mechanismsandprocesses
Table12.1Datasources
Table12.2Descriptivestatisticsfor15largestcitiesinFinland
Table12.3ThemostactiveapplicantsofpatentsandUMs
Table12.4Themostactiveapplicantsfordesignrights
Table12.5Themostactiveapplicantsfortrademarks
Table13.1StrategiesidentifiedbyMalfenseFierro(2012)
Table13.2Strategiesvsresourcesinfamilybusinessgroupsstudied
Table14.1Thefamily’sbusinessportfolio
Table14.2Identitystructureoffamilymembers,thesetofidentitiesthatischronicallysalient
toeachfamilymemberinher/hisday-to-daywork
NotesonContributors
NaveedAkhter
isanAssistantProfessorofEntrepreneurshipandStrategyatJönköpingInternational
BusinessSchool,JönköpingUniversity,Sweden.HeisaffiliatedwithCentreforFamily
EnterpriseandOwnership(CeFEO).Naveed’sresearchispublishedinHumanRelations,
StrategicEntrepreneurshipJournalandJournalofSmallBusinessManagement.Heisalsoan
affiliateofEU-ASIAInstituteESSCASchoolofManagement,France.
CristinaAlvarado-Alvarez
isapsychologistwithextensiveexperienceasafamilybusinessconsultantinissuesas
communication,familygovernance,familyconstitutionsandconflictmanagement.Currently
sheisadoctoralcandidateinPsychologyofCommunicationandChangeProgrammeofUAB.
Also,shehasbeenavisitingstudentatCoxFamilyEnterpriseCenteratKennesawState
University.
RodrigoBasco
isanAssociateProfessoratAmericanUniversityofSharjah(AUS)andholdstheSheikhSaoud
binKhalidbinKhalidAl-QassimiChairinFamilyBusiness,SchoolofBusinessAdministration,
UnitedArabEmirates.Aspartofafourth-generationfamily-ownedArgentineanfirm,Rodrigo
hasalwaysbeeninterestedinthenuancesoffamilybusinesses.Hisresearchfocuseson
entrepreneurship,managementandregionaldevelopmentwithspecialinterestinfamily
firms,andhehastaughteconomics,managementandfamilybusinesscoursesatuniversities
inSpain,ChileandGermany.
SarahCooper
isaChairofEntrepreneurshipandEnterpriseDevelopment,UniversityofEdinburgh
BusinessSchool,theUniversityofEdinburgh,Scotland,UK.Previouslysheheldpositionsasa
SeniorLecturerinEntrepreneurship,HunterCentreforEntrepreneurshipattheUniversityof
Strathclyde,andasaLecturerinStrategyatHeriot-WattUniversity,Edinburgh.
Sarah’smainresearchinterestslieinentrepreneurship,newventurecreationand
individualmotivationandcapabilitytoengageinentrepreneurialbehaviour.Muchofher
recentworkexploreslearningandknowledgetransfer,inparticulartheroleof
networks/networking,onthedevelopmentofmale-andfemale-ownedventures,including
agriculturalenterprises.
AllanDiscuaCruz
isaLecturerattheEntrepreneurship,StrategyandInnovationDepartmentinLancaster
UniversityManagementSchool(UK).HehaspublishedinjournalssuchasEntrepreneurship
TheoryandPractice,Entrepreneurship&RegionalDevelopment,JournalofFamilyBusiness
StrategyandBusinessHistoryaroundportfolioentrepreneurshipandfamilybusinessgroups.
SarahFitz-Koch
isadoctoralcandidateinEntrepreneurshipattheSwedishUniversityofAgriculturalSciences
(SLU)intheDepartmentofWorkScience,BusinessEconomicsandEnvironmental
Psychology.SarahstartedherdoctoralstudiesattheSwedishUniversityofAgricultural
ScienceinNovember2015.Herresearchfocusesonentrepreneurshipandsmallfamily
businessesintheagriculturalsector.Hercurrentprojectsexaminetherelationshipbetween
entrepreneurshipandwell-beingoffamiliesandindividuals,aswellaslifestyleandportfolio
businessesofentrepreneurialfamilies.Beforeherdoctoralstudies,SarahstudiedBusiness
andEconomicsattheUniversityofTübingeninGermanyandreceivedherMScinStrategic
EntrepreneurshipfromJönköpingInternationalBusinessSchoolinSweden.Herrecentwork
hasbeenpublishedinEntrepreneurshipTheoryandPracticeandJournalofSmallBusiness
Management.
SanjayGoel
isanAssociateProfessorofStrategicManagementandEntrepreneurshipattheUniversityof
MinnesotaDuluth.Hisresearchinterestsareinthebroadareaofgovernance,familybusiness,
corporatestrategyandentrepreneurship.HewasborninDehradun,India.
JussiHeikkilä
isaprojectresearcherattheJyväskyläUniversitySchoolofBusinessandEconomics(JSBE).
Hisresearchfocusesoneconomicsofinnovationandintellectualpropertyrights.
DonatoIacobucci
isaProfessorattheUniversitàPolitecnicadelleMarche.Hisresearchhasfocusedonthree
mainareas,businessgroupformation,growthandgovernance,andentrepreneurshipand
clusteragglomerationandfirmperformance.Hehaspublishedarticlesinleading
entrepreneurshipjournalsonportfolioentrepreneurship.
TuuliIkäheimonen
workswithfundingandresearchpolicyissuesandistheDeputyDirectorofEntrepreneurship
MasterProgrammeattheLappeenrantaUniversityofTechnology(LUT),Finland.Shehasa
strongbackgroundinfamilybusinessesandfamilybusinessresearch,especiallyinthefields
offamilybusinessownership,governanceandboardofdirectors.
MarkkuIkävalko
isanAssociateProfessoratLappeenrantaUniversityofTechnologyandhasbeenworkingat
theuniversitysince1999.FromAugust2017onwards,hehasfocusedonbuildingofJ.
HynemanCenter,aprototypelaboratoryforLUTstudents,andacademictasksrelatedto
strategy,entrepreneurship,SMEmanagementandownership.Hehasdecades-long
consultingexperienceonSMEs,strategyissuesandorganizationaldevelopment.
SuviKonsti-Laakso
worksasaprojectresearcherinLappeenrantaUniversityofTechnology,LUTLahti.Her
researchinterestrelatestoinnovationresearch,particularlyonuserco-creation,innovation
networksandlivinglabs.Herforthcomingdoctoraldissertationfocusesonuserco-creation.
Inaddition,sheisanexperiencedprojectmanagerinmulti-disciplinaryresearch
environment.
AntonioMalfenseFierro
isapracticallymindedacademic,activeinstart-upadvisoryservices.Hisresearchfocuseson
large-scale,entrepreneur-ownedbusinessportfoliosandfamilybusinessandrisk(Africaand
othercontexts).Hiscapabilitiesextendtothedevelopment,designandundertakingof
bespokemarketresearchinchallengingcontexts,andexecutiveeducationintheareasof
businessopportunities/challenges.
KajariMukherjee
isanAssociateProfessorinIndianInstituteofManagementIndore(IIMIndore).Herareaof
researchspansthreedistinctarenas,namely,organizationdesignusingparadigmof
complexitytheory,corporatesocialresponsibilityandfamilybusinessfirms.Shehas
authoredbooks,articles,casestudiesandconferencepapersintheseareas.SheholdsMSc
(Mathematics),PGDRM(IRMA)andPhDfromTataInstituteofScience(TISS).Priortojoining
academicsin2012,shehadtwodecadesofcorporateexperience.Sheisoneofthe12senior
managersofIndiaselectedforCheveningscholarships(UK)in2004.
ErnestineNing
isaPhDstudentattheUniversityofEdinburghBusinessSchool.Sheisresearchingthenature
androleoffamilynetworksandtheireffectsontheentrepreneurialperformanceof
pluriactivefemaleentrepreneursinCameroon.
MariaJoséParada
isaLecturerattheDepartmentofStrategyandGeneralManagementatESADEandcoDirectoroftheESADEFamilyBusinessLab.SheholdsPhDfromJönköpingInternational
BusinessSchoolandPhDfromESADEBusinessSchool,andsheteachesfamilybusiness
courses,strategyandentrepreneurshipindifferentprogrammes.Shehasbeenavisiting
researcheroftheINSEADGlobalLeadershipCentreinFranceandavisitingscholarinHEC
Paris.Herresearchmainlyfocusesontransgenerationalentrepreneurship,governance
structures,professionalization,values,NextGendevelopmentandfamilybusinessesin
developingeconomies.
TimoPihkala
isaProfessorofEntrepreneurshipatLappeenrantaUniversityofTechnology(LUT)since
2001.Since1994,hehasmaderesearchondifferenttopicsrelatedtoentrepreneurship,
includingentrepreneurshipeducation,SMEinnovation,smallbusinessnetworks,family
businessesandownership,andregionalinnovationsystems.Currently,heoperatesasthe
HeadofEntrepreneurshipMasterProgrammeatLUT.Infamilybusinessresearch,hefocuses
ontherelationshipbetweenentrepreneurshipandownership,especiallyontheportfolio
entrepreneurshipphenomenonandownershipinbusinessgovernance.
MaritaRautiainen
isapost-doctoralresearcheratSchoolofEngineeringScience,LappeenrantaUniversityof
Technology(LUT).Herresearchfocusesonintegratingfamilybusinessgroupsandhistorical
perspectivesforabetterunderstandingofthenatureoffamilybusinessgroupdevelopment.
Inaddition,herresearchinterestsincludesystemicinnovation,businesstransformationand
ownership.Shehasastrongbackgroundasanentrepreneurandaresearcherof
entrepreneurship.Sheteachesentrepreneurshiptheoryandfamilybusiness
entrepreneurship.Shehasseveralyearsofexperienceworkinginherownfamilybusinessas
wellasbeinganindependententrepreneur.
SatuRinkinen
worksasapost-doctoralresearcheratLappeenrantaUniversityofTechnology,LUTSchoolof
EngineeringScience.Herresearchinterestsincludeinnovationpolicy,regionalinnovation
systemsandregionaldevelopment.Herdoctoraldissertationfocusedoninnovationpolicy’s
conceptevolutionandregionalrenewal.
PeterRosa
istheGeorgeDavidEmeritusProfessorofEntrepreneurshipandFamilyBusinessatthe
UniversityofEdinburgh.Hehasaspecialresearchinterestinportfolioentrepreneurshipand
familybusinessgroupsinEuropeandEastAfrica.
©TheAuthor(s)2019
MaritaRautiainen,PeterRosa,TimoPihkala,MariaJoséParadaandAllanDiscuaCruz(eds.),TheFamilyBusinessGroup
Phenomenon
/>
1.Introduction:PresentingtheCaseforStudyingthe
EmergenceandDevelopmentofFamilyBusiness
Groups
PeterRosa1 ,MaritaRautiainen2 ,TimoPihkala2 ,MariaJoséParada3 andAllanDiscua
Cruz4
(1)
(2)
(3)
(4)
BusinessSchool,UniversityofEdinburgh,Edinburgh,UK
SchoolofEngineeringScience,LappeenrantaUniversityofTechnology,Lahti,Finland
StrategyandGeneralManagementDepartment,ESADEBusinessSchool,Barcelona,Spain
DepartmentofEntrepreneurshipandStrategy,LancasterUniversityManagementSchool,
Lancaster,UK
PeterRosa
Email:
MaritaRautiainen(Correspondingauthor)
Email:
TimoPihkala
Email:
MariaJoséParada
Email:
AllanDiscuaCruz
Email:
Keywords Businessgroups–Familybusiness–Portfolioentrepreneurship
RichardBranson,perhapstheUK’sbest-knownentrepreneur,ownsmorethansixtydifferent
companies(www.virgin.com).ThereareVirgincompaniesoperatinginmostareasofthe
world,coveringabewilderingvarietyofsectors(financialservices,healthandwellness,
musicandentertainment,telecomsandmedia,travelandleisure).Theonlythingsthat
connectacompanylikeVirginTrainsandVirginBalloonFlights,forexample,aretheVirgin
brandnameandtheownershipofRichardBranson.TodecipherthefullspectrumofVirgin
companiesandhowtheydevelopedfromRichardBranson’sfirstventurein1960wouldbea
complexanddifficultexercise.Overtheyears,therearejointventures,acquisitions,
divestments,failures,aswellasaconsistentstringofnewventures.AlthoughRichard
Bransonappearsasaloneentrepreneurheadingthegroup,theVirginwebsiteproudly
proclaimstheVirginGroupas‘afamily-ownedgrowthcapitalinvestor’.
TheVirginGroupisbutoneexampleofthousandsofentrepreneur-foundedfamily
businessesthatappearassinglebusinessesintheirpublicity,butareinfactgroupsoflegally
independentbusinessesboundtogetherbysharedfamilyownershipandmanagement
control.Themostcomplexarelargefamilybusinessesthathaveexistedforseveral
generationsandwhichhavedevelopedsizeablebusinessportfoliosovertheyears.The
NurminenfamilyinFinland,forexample,hasbuiltupanextensiveportfolioofcompanies
sinceitsoriginsinthelatenineteenthcentury(Rautiainen2012).Familybusinessgroups
existallovertheworldandappeartothriveinmanydifferentbusinessenvironmentsand
settings.Masulisetal.(2011)inabroadcross-nationalstudyfoundthatanaverageof19per
centoffirmslistedontheworld’sstockexchangeswerefamily-ownedorcontrolledbusiness
groupsandthattheproportionwasashighas40percentincountrieswithemerging
markets.Theirstudyonlyreferredtolistedcompanies.Therearemanyotherlargeprivately
ownedbusinessgroupsnotlistedaspubliccompanies.Astheyarenotlistedonstock
exchanges,theiractivitiesarelessvisible.
Sincethe1970s,therehasbeenconsiderableresearchonlargebusinessgroups.Research
hasparticularlycentredonthreecorequestions:Whydobusinessgroupsexist?Doesa
businessgroupstructureenhanceperformance,andifso,inwhichcontext?Aretheoverall
effectsofbusinessgroupsinthewidereconomyandsocietypositive?Carneyetal.(2011),in
ameta-analysisof141researchstudiesonbusinessgroupsin28countries,haveconcluded
‘thataffiliationdiminishesfirmperformanceingeneral,butalsothataffiliatesare
comparativelybetteroffincontextswithunderdevelopedfinancialandlabourmarket
institutions…Overall,ourresultsindicatethataffiliateperformancereflectscomplex
processesandmotivations’(Carneyetal.2011,p.437).Aconsensushasemergedonfour
issues(Carneyetal.2011):
1.
2.
3.
4.
Thatbusinessgroupsaregroupsoffirmswhichconsistofanumberoflegally
independentfirmsboundtogetherbyformalandinformaltiesandwhicharesubjectto
coordinatedaction(KhanaandRivkin2001).
Thatbusinessgroupscommonlyoccurinallcapitalist-basedcountrieswherelargerfirms
arepermittedandoperate(Yiuetal.2007).
Thatthereisalargediversityofformsofbusinessgroups,someofwhich,suchas
conglomerates,aremorecomplexthanthetraditionalmulti-divisionalformofcorporate
organizationwhereaparentcompanyownsandcoordinatesagroupofsmaller
companies.
Thatbusinessgroupsareespeciallycommonindevelopingcountrieswheremarket
failures,poorregulatoryandlegalinstitutions,andcorruptionencourageinternalization
oftransactionsandthespreadingofriskthroughsmallerlegallyindependentcompanies
ratherthaninonelargeunaffiliatedone.Researchonbusinessgroupsinemerging
marketshasproliferatedasemergingcountrieshavegrownineconomicimportance
(KhannaandPalepu1997,2000a,b;YaprakandKarademir2010).
Anumberofquestionsarisefromtheprevalenceandcomplexityoflarge-scalebusiness
groups.Howmuchdiversityisthereinthescaleandnatureofbusinessgroups,andhowdoes
thisdiversityreflectdifferingregulatoryandmarketcontextsindifferentsectors,countries
andregions?Howhavecomplexbusinessgroupsarisen,andwhydotheycontinuetopersist
andexistinamoderncorporatebusinessenvironmentwherethefashionhasbeena
preferenceforconcentrationandspecializationratherthanunrelateddiversification?How
muchmorecomplexarefamilybusinessgroupsthannon-familycorporategroups?Whydo
largefamilybusinessgroupsvaryinprevalenceindifferentpartsoftheworld?Inparticular,
whydotheyseemmorenumerousindevelopingcountries?
Largefamilybusinessgroupsrepresentalowproportionofthetotalstockoffamily
businesses,butinsomecountriestheycanaccountforasizeableproportionofannual
economicgrowthandjobgeneration.InUganda,forexample,onefamilygroupalone,the
MadhvaniGroup,arethelargestprivatesectoremployersandtaxpayersinUganda(Balunywa
2009).Their27companiesinUgandaarethemselvespartofawiderfamilyconglomerate
thatoperatesinmanyothercountries.TheSawirisfamilyinEgyptisthelargestprivate
sectorcontributortoitseconomy,withitsglobalOrascomGroupspecializinginconstruction,
telecommunicationsandtourism(Hatem2012).IntheFarEast,familybusinessgroupssuch
asSony,Samsung,MitsubishiandAlibabaareleadingglobalcompanies.EvenintheUSA,what
appeartobesinglecorporationsare,oncloserinspection,entrepreneur-ledbusinessgroups.
TheMicrosoftCorporation,forexample,hasacquired209companiessinceitsfoundation,
hasdivested64andhassizeableinterestsin32othercompanies.
Itisourcontentioninthisbookthatthe‘complexprocessesandmotivations’observedin
manycorporatebusinessgroupsaregreatlymagnifiedwhereentrepreneursandfamiliesare
involvedinthebusiness.Itisonlyrecentlythatanyattentionhasbeenpaidtolargefamily
businessgroups(Masulisetal.2011).Thefamilybusinessgroupresearchershavebegunto
assesshowfarbusinessgrouporganizationsaredifferentinfamilyfirms;howfarcrosscuttingfamilymotivationsandownershipcomplicatethescale,natureandformsofa
businessgroup;andwhetherthereareproblemsandadvantagesuniquetofamilybusinesses
inthewayabusinessgroupisstructured.
Ineverycountry,thelargestnumberofbusinessesaresmall-tomedium-scalefamily
businesses,manyofwhicharestructuredassmallbusinessgroups.IntheirScottishstudy,
RosaandScott(1999)estimatedthatoveraquarterofallbusinessesregisteredas
companiesweregroups,fundedbyanentrepreneurorafamily,andthatnearlyafifthof
partnershipswereassociatedwithmorethanonefirm.Indevelopingcountriestoo,
ownershipofmultipleenterpriseshasbeenobservedtobecommoninthesmall-andmicrobusinesssectors(McGaffey1987;Kiggundu2002;Rosaetal.2006).Whyaresuchfamiliesnot
concentratingongrowingasinglebusinessratherthan(apparently)dissipatingtheir
energiesamongtwoormoreenterprises?Whatadvantagesdoesasmallgrouphaveovera
singleventure?Isoptingforamultipleenterpriseorganizationmoreadvantageousinsome
contextsthaninothers?Howfardofamilyownershipandgoalscomplicatethemanagement
ofabusinessgroupevenatasmallscaleofoperation?Putanotherway,doeshavingfamily
makeiteasiertodelegateresponsibilitytofamilymemberswhenseparatecompaniesare
startedanddevelopedfromthecorebusiness?
Themainstreamstudiesonbusinessgroupshavefocusedalmostexclusivelyonlargescalefirmslistedontheworld’sstockexchanges.Therehasbeenlessattentionpaidto
whetherbusinessgroupsarealsorelevanttonon-listedbusinessesortosmallerbusinesses.
Littleofthemainstreammanagementresearchonbusinessgroups,whetherfamily-basedor
not,hasconsideredhowbusinessgroupsareformedinthefirstplace.Howabusinessgroup
hasformedfromsmallbeginningstoitscurrentcomplexformisadifferentquestionfrom
whyitcontinuestopersistandthriveonceafirmhasreachedalargesize.Toanswerthe
questionrequiresamoreholisticapproach,includingtheconsiderationofbusinessgroupsin
smaller(usuallyfamily)firmsandevenoftheactivitiesofindividualentrepreneurs.
Agrowingvolumeofresearchonsmallerentrepreneurandfamilybusinessgroupshas
beenundertakensincethe1990s(reviewedbyUcsbasaranetal.2008).Thesestudieshave
demonstratedthatthedevelopmentofsmallbusinessgroupsisdrivenmainlyby
entrepreneurialgrowth,inwhichentrepreneursorentrepreneurialfamiliesgrowtheir
businessesbyaddingnewventuresasnewopportunitiesareaccessed.Thisprocesshasbeen
termed‘portfolioentrepreneurship’(BirleyandWesthead1993;ScottandRosa1999;Rosa
1998).However,interestinportfolioentrepreneurshipandsmallerbusinessgroups,despite
havingburgeonedsincethe1980s,isstillanichespecializationwithinthebroaderfieldof
entrepreneurship.
Thisentrepreneurship-basedliteratureonportfolioentrepreneurshiphasdevelopedin
paralleltothemainstreammanagementliteratureonbusinessgroups.Ontheonehand,
managementresearchersinvestigatinglarge-scalebusinessgroupshavetendedtoassume
thatbusinessgroupsareeithernonexistentoratbestembryonicinthesmallfirmsector.As
theportfolioentrepreneurshipresearchhasfocusedprimarilyonsmallerfirms,ithasfailed
toattracttheattentionofmainstreammanagementresearchersonbusinessgroups.Onthe
otherhand,researchersonportfolioentrepreneurship,byfocusingonsmallerfirms,havenot
accessedthemainstreambusinessgroupresearch,astheymayhaveperceivedthatmostof
themanagementliteratureonbusinessgroupsmaybelessrelevantinasmallerfirmcontext
(Iacobucci2002).Interestinlarge-scaleportfolioentrepreneurship(asdisplayedby
entrepreneursandfamilieswhohavedevelopedlargebusinessgroups)isonlyarecent
researchdevelopmentandisstillatapioneeringstage.Anumberofempiricalstudieshave
beenconductedsincethelate2000sonlarge-scaleportfolioentrepreneursandlargefamily
businessgroups.TheseincludeBalunywa’s(2009)andMalfenseFierro’s(2012)researchon
UgandanandMalawiportfolioentrepreneurs,Hatem’s(2012)researchonthe
internationalizationoflarge-scaleportfolioentrepreneursandfamiliesintheMENAregion,
Rautiainen’s(2012)analysisoflarge-scaleFinnishfamilybusinessgroupsandDiscuaCruz’s
researchonfamilyentrepreneurialteamsinHonduras(DiscuaCruz2010,2012).These
studieshavedemonstratedthatportfolioentrepreneurshipcontinuestoplayasignificant
roleinthecontinueddevelopmentandrenewaloflargebusinessgroups,particularlylarge
familybusinessgroups.Itsroleisnotconfinedtotheearlystagesofbusinessgroup
developmentwhenthebusinessesweremuchsmallerinscale.
Duringthedevelopmentofresearchintobusinessgroupsandportfolioentrepreneurship,
familybusinessresearchershavepursuedresearchagendasthathaveoverlookedthe
existenceorprevalenceoffamilybusinessgroups.Instead,theyhavetendedtoconcentrate
theirinterestsonfamilystrategyandlifecycleissuessuchaslong-termstewardshipand
orientation,overcomingproblemsofsuccessionandfamilyconflicts,andunderstandingthe