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Strategic, tactical and operational decisions in family businesses: A qualitative case study

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dc.title Strategic, tactical and operational decisions in family businesses: A qualitative case study en
dc.contributor.author Kuruppuge, Ravindra Hewa
dc.contributor.author Gregar, Aleš
dc.relation.ispartof Qualitative Report
dc.identifier.issn 1052-0147 Scopus Sources, Sherpa/RoMEO, JCR
dc.identifier.issn 2160-3715 Scopus Sources, Sherpa/RoMEO, JCR
dc.date.issued 2020
utb.relation.volume 25
utb.relation.issue 6
dc.citation.spage 1599
dc.citation.epage 1618
dc.type article
dc.language.iso en
dc.publisher Nova Southeastern University
dc.relation.uri https://nsuworks.nova.edu/tqr/vol25/iss6/11/
dc.subject decision-making en
dc.subject family firms en
dc.subject manager en
dc.subject owner en
dc.subject owner-manager en
dc.subject Sri Lanka en
dc.subject qualitative case study en
dc.description.abstract Previous studies of family businesses have no common agreement on what should be the most effective and efficient approach for making decisions at different managerial levels to solve business issues. Accordingly, the main objective of this study was to understand the nature of decision-making by family members who are involved in a business in different capacities such as owners, owner managers, and managers. Locating the research in the interpretivist paradigm, and utilizing qualitative case study methods (Yin, 1994), we interviewed 24 respondents from 12 well-known family firms from different districts in Sri Lanka. Thematic analysis indicated that the consultative approach is mostly used by family members in operational, functional, and top level management decisions. Yet, family members’ decisions in the business as owners, owner-managers, and managers have not shown a common decision-making process. Owner-managers’ roles in the business decisions are highlighted as they make rational, risk averse, and deliberate business decisions which would assist to run the business. In comparison, owners and managers have followed the consultative decision-making approach to shape business decisions in line with family requirements. Copyright 2020: Ravindra Hewa Kuruppuge, Ales Gregar, and Nova Southeastern University. en
utb.faculty Faculty of Management and Economics
dc.identifier.uri http://hdl.handle.net/10563/1009914
utb.identifier.obdid 43881980
utb.identifier.scopus 2-s2.0-85090705900
utb.identifier.wok 000606743200011
utb.source j-scopus
dc.date.accessioned 2020-09-25T13:44:07Z
dc.date.available 2020-09-25T13:44:07Z
dc.rights Attribution-NonCommercial-ShareAlike 4.0 International
dc.rights.uri https://creativecommons.org/licenses/by-nc-sa/4.0/
dc.rights.access openAccess
utb.contributor.internalauthor Kuruppuge, Ravindra Hewa
utb.contributor.internalauthor Gregar, Aleš
utb.fulltext.affiliation Ravindra Hewa Kuruppuge, Ales Gregar Tomas Bata University in Zlin, Czech Republic, kuruppuge@yahoo.com Tomas Bata University in Zlin, Czech Republic, gregar@fame.utb.cz
utb.fulltext.dates -
utb.fulltext.sponsorship Authors of this article are grateful to the Internal Grant Agency of FaME TBU No. IGA/FaME/2016/001: Enhancing Business Performance Through Employees’ Knowledge Sharing, for financial support to carry out this research.
utb.wos.affiliation [Kuruppuge, Ravindra Hewa; Gregar, Ales] Tomas Bata Univ Zlin, Zlin, Czech Republic
utb.scopus.affiliation Tomas Bata University, Zlin, Czech Republic
utb.fulltext.projects IGA/FaME/2016/001
utb.identifier.jel -
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Attribution-NonCommercial-ShareAlike 4.0 International Kromě případů, kde je uvedeno jinak, licence tohoto záznamu je Attribution-NonCommercial-ShareAlike 4.0 International