By combining different disciplines such as entrepreneurship, psychology, and business administration, this paper provides insights into the decision-making process involved in the succession of agricultural family businesses. It offers an overview of how choices and decisions are influenced among all actors involved in the process, including the incumbent, successor, non-succeeding family members, and both informal and formal advisors. This overview creates practical insights to support a more successful business succession process. Decision-making in business succession is influenced by several factors such as business systems and culture, as well as mutual relationships, personality traits, behavioral patterns, and habits of those involved. Communication and trust, between both succeeding and incumbent family members, are important aspects that can lead to a successful process. When family relationships are strong, there is a better chance that the social-emotional aspects of business succession do not become a bottleneck. Financial, tax and legal issues can often be resolved if the social-emotional foundation is solid.
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Miller, Le Breton-Miller and Scholnick (2008) summarize and discuss two major perspectives constructed from the literature on family owned businesses (FOBs): stewardship and stagnation theory. In this paper the stagnation theory is being put to the test on Dutch small/medium enterprises (SMEs). According to Miller et al. (2008), FOBs taken over by family members may be subject to unusual stagnation, more specifically: “FOBs are said to face unique resource restrictions, embrace conservative strategies, eschew growth, and be doomed to short lives.” This paper tests the existence of the stagnation theory within SMEs in the Netherlands. It does so by studying a sample of 296 small/medium enterprises that originally were family owned and have been acquired either by a family member (N =158), and thus remain family owned, or by a third party and thereby no longer be family owned (N = 138). The empirical findings of this paper do not show any stagnation in family-to-family succession, compared to a third party succession on all of the four dependent variables: the solvency rate, EBDITA, possible risk-aversive behaviour of family firms and the firm’s growth rate. A possible explanation for these findings is that Dutch SMEs are among the top of the innovators worldwide. The findings are presented with cause, because of the relative small sample, the self-reported data and the ordinal measurement of most dependent variables.
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The research presented examines how pervasive technology can support intra-family communication, supporting existing practices and complimenting them by addressing communication needs currently unmet by current communication media like mobile phones, social networking systems, and so forth. Specifically the investigation focused on busy families, understood here to be families with two working parents and at least one child sharing the same roof. The class of technologies the authors consider are awareness systems, defined as communication systems that support individuals to maintain, with low effort, a peripheral awareness of each other's activities and whereabouts. This research combined a variety of research methods including interviews, web surveys, experience sampling, and field testing of functional prototypes of mobile awareness systems. It also involved the development of several applications, which were either seen as research tools in support of the methods applied or as prototypes of awareness systems that embody some of the envisioned characteristics of this emerging class of technologies. The contribution of this research is along two main dimensions. First in identifying intra-family communication needs that drive the adoption of awareness systems and second in providing directions for the design of such systems.
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Artikel van Judith Huis in het Veld, docent onderzoeker van de Hogeschool Inholland verschenen in Research in Gerontological Nursing ABSTRACT The current article discusses how and by whom family caregivers want to be supported in selfmanagement when managing changes in behavior and mood of relatives with dementia and whether family caregivers consider eHealth a useful tool for self-management support. Four asynchronous online focus groups were held with 32 family caregivers of individuals with dementia. Transcripts of the online focus groups were analyzed using qualitative thematic analysis. Family caregivers need support from professionals or peers in the form of (a) information about dementia and its symptoms, (b) tips and advice on managing changes in behavior and mood, (c) opportunities to discuss experiences and feelings, and (d) appreciation and acknowledgement of caregiving. The opinions of family caregivers about self-management support through eHealth were also reported. Findings suggest a personal approach is essential to self-management support for family caregivers managing changes in behavior and mood of relatives with dementia. In addition, self-management support can be provided to some extent through eHealth, but this medium cannot replace personal contacts entirely.
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Background: A paradigm shift in health care from illness to wellbeing requires new assessment technologies and intervention strategies. Self-monitoring tools based on the Experience Sampling Method (ESM) might provide a solution. They enable patients to monitor both vulnerability and resilience in daily life. Although ESM solutions are extensively used in research, a translation from science into daily clinical practice is needed. Objective: To investigate the redesign process of an existing platform for ESM data collection for detailed functional analysis and disease management used by psychological assistants to the general practitioner (PAGPs) in family medicine. Methods: The experience-sampling platform was reconceptualized according to the design thinking framework in three phases. PAGPs were closely involved in co-creation sessions. In the ‘understand’ phase, knowledge about end-users’ characteristics and current eHealth use was collected (nominal group technique – 2 sessions with N = 15). In the ‘explore’ phase, the key needs concerning the platform content and functionalities were evaluated and prioritized (empathy mapping – 1 session with N = 5, moderated user testing – 1 session with N = 4). In the ‘materialize’ phase, the adjusted version of the platform was tested in daily clinical practice (4 months with N = 4). The whole process was extensively logged, analyzed using content analysis, and discussed with an interprofessional project group. Results: In the ‘understand’ phase, PAGPs emphasized the variability in symptoms reported by patients. Therefore, moment-to-moment assessment of mood and behavior in a daily life context could be valuable. In the ‘explore’ phase, (motivational) functionalities, technological performance and instructions turned out to be important user requirements and could be improved. In the ‘materialize’ phase, PAGPs encountered barriers to implement the experience-sampling platform. They were insufficiently facilitated by the regional primary care group and general practitioners. Conclusion: The redesign process in co-creation yielded meaningful insights into the needs, desires and daily routines in family medicine. Severe barriers were encountered related to the use and uptake of the experience-sampling platform in settings where health care professionals lack the time, knowledge and skills. Future research should focus on the applicability of this platform in family medicine and incorporate patient experiences.
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This paper seeks to contribute to sustainable business model innovation (SBMI) literature. It aims to do so by putting forward a relatively simple tool that simultaneously calculates the financial value alongside sustainability impact based on the Sustainable Development Goals (SDGs) of a proposed business model innovation. For small businesses to validate the outcome of a proposed SBMI, some form of sustainability measurement will be necessary. Simple tooling specifically aimed at small businesses do not exist. We address this gap in how to predict or create a prognosis of the combined financial and sustainability effect of a proposed business model (BM) in a frugal (easy, time and knowledge effective) and effectual (allowing for iterations, available means and calculating affordable loss) manner. The tool is called the Pos-FSBC (Positive Financial and Sustainability Business Case). The instrument is a calculation model in Excel where users insert a limited number of numerical variables. Alongside financial variables the tool uniquely links the key variable ∆ SDG to the expected quantity sold, it then calculates the contribution to the SDGs in a relevant and measurable unit. By being successful with a sustainable innovation, the tool helps businesses drive out nonsustainable competitors. The tool has been iteratively developed and tested in several students’ projects and in a pilot with practitioners. Based on the findings we propose more iterations to develop an understanding whether the tool inspires business change and if so how.
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Entrepreneurship is often used as a synonym for starting up a new business. Existing SMEs — from purchasing to succession — are all too often left out of the picture. This booklet tells the stories of those involved in handing over their businesses to the next generation. It’s an honest and straightforward account of incumbents and their young successors. Ten case studies show the complexity of the succession process from a range of perspectives. The new generation of business owners show that they are go-getters who aim for growth and are eager to renew the firm. With some support they are capable to run the business — often to the surprise of the incumbents. Being better educated the successors bring in new abilities, like digital skills, recognize new opportunities and markets and seem to have a stronger strategic orientation. Incumbent often value their contributions, but sometimes the new ideas lead to tensions. It seems special programmes and graduation projects on business acquisitions and family succession help to ensure hand-overs more quickly. The first step though is to start a dialogue with the current owner — that will often be the current boss or the parents. Incumbents often give their successors some freedom, but they expect initiatives to come from the younger generation and a strong commitment. Because running a business isn’t just a part of your life — it is your life.
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