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Liczba wyników
2014 | t. 15, z. 7, cz. 2 Firmy Rodzinne - współczesne nurty badań i praktyki zarządzania | 43--59
Tytuł artykułu

Gestión de la empresa familiar pequeña del sector turístico

Treść / Zawartość
Warianty tytułu
Management of a Small Family Business in a Sector of Tourism
Języki publikacji
ES
Abstrakty
EN
Family businesses have particular priorities and structures that often reflect specific management styles based on family goals and life-style rather than strict business goals. The present study aimed at contributing to the body of knowledge on family business in the tourism sector, by examining the planning and management cultures of small family businesses in Mazatlan and the external factors influencing their operations. The study adopted a mixed methodological approach including both quantitative and qualitative methods; a survey of 83 questionnaires as well as five interviews and three focus group discussions with opinion leaders in the tourism industry were conducted. Key findings indicate that many small family business owners in the destination do not have an appropriate management and planning culture, for instance, most of the respondents admitted to developing long-term plans, but they eventually do not use them to control business success and growth. Other issues identified as critical to the management of small family businesses in the destination include the balance between personal, family and business management goals as well as external factors like financial constraints and limited public interest in small family businesses. There is need for training to equip the family business owners with adequate management skills. (original abstract)
Twórcy
  • Universidad de Occidente, Mexico
  • Universidad de Occidente, Mexico
  • Universidad de Occidente, Mexico
Bibliografia
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  • Bird B.H., Welsch J.H., Astrachan D., Pistrui F. (2002), Family business research: the evolution of an academic field, "Family Business Review", 15 (4), 337-350.
  • Birley S. (2001), Owner-manager attitudes to family and business issues: a 16-country study, "Entrepreneurship Theory and Practice", 26 (2), 63-76.
  • Cañadas A., Rojo Ramírez A. (2010), La valoración de la empresa familiar: aspectos clave a desarrollar, "Estrategia Financiera", N.º 276, Editorial Wolters Kluwer, España.
  • Carlsen J., Getz D., Ali-Knight J. (2001), Environmental Attitudes and Practices of Family Businesses in the Rural Tourism and Hospitality Sectors, "Journal of Sustainable Tourism", 9, 281-297.
  • Castañeda A., Fadul M. (2002), Apoyo a la microempresa. Globalización y crisis económica - Incidencia en la financiación de unidades de pequeña escala, Fundación Corona. Fundación Ford.
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  • Christensen Zaracho N., Salazar Nava G., Tomás J. (2008), Manual de la empresa familiar, Fundación Nexia y Foro de Empresa Familiar de las Cámaras Vascas, España.
  • Corona J. (2004), Características de la empresa familiar, Colección Biblioteca de la Empresa Familiar, nº 1, Asociación Catalana de la Empresa Familiar, España.
  • Dean S. (1992), Characteristics of African American family-owned businesses in Los Angeles, "Family Business Review", 5 (4), 373-395.
  • Dyer W., Handler W. (1994), Entrepreneurship and family business: exploring the connections, "Entrepreneurship Theory and Practice", 19 (1): 71-83.
  • European Family Business (2014), Family in Business for Long-term, Consultado el 21 de Marzo, 2014, de http://www.eurpeanfamilybusiness.eu/documents/docs/EFB%20Brochure.pdf.
  • Gallo M.A. (1992), Cultura en la empresa familiar, DGN-457. ¡ESE, en GALLO, M.A.: La empresa familiar 4, Ediciones de la Cátedra de Empresa Familiar, IESE, Barcelona, págs. 227-249.
  • Getz D., Carlsen J. (2000), Characteristics and goals of family- and owner-operated businesses in the rural tourism and hospitality sectors, "Tourism Management", 21, 547-560.
  • Getz D., Carlsen J. (2005), A framework for family business theory and research in tourism and hospitality, "Annals of Tourism Research", 32 (1): 237-258.
  • Getz D., Carlsen J., Morrison A. (2004), The Family Business in Tourism and Hospitality, London, CABI Publishers.
  • Ghoshal S. (2005), Bad Management theories are destroying good management, "Academy of Management Learning and Education", 4(1): 75-91.
  • Ginebra J. (1997), Las Empresas Familiares, México; Ed. Panorama.
  • Goldberg S., Wooldridge B. (1993), Self-Confidence and Managerial Autonomy: Successor Characteristics Critical to Succession in Family Firms, "Family Business Journal", 6: 55-72.
  • Gómez G. (2005), ¿Son iguales todas las empresas familiares?, Ediciones Granica S.A Barcelona - España.
  • Morrison A., Breen J., Ali S. (2003), Small business growth: intention, ability, and opportunity, "Journal of Small Business Management", 41 (4): 417-425.
  • Rodríguez A. (2003), La realidad de la pyme colombiana - Desafío para el desarrollo, Fundes Internacional.
  • Sánchez-Crespo A.J., Vázquez-Vega J.A.(2004), Empresa familiar: Guía básica para empresarios y directivos, Cámara Oficial de Comercio e Industria de Madrid.
  • Tirdasari N.L., Dhewanto W. (2012), Family Business Succession in Indone-sia: A study of Hospitality Industry, "Procedia - Social and Behavioural Sciences", 57 (9): 69-74.
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Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171350179

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