It's not just business. It's personal : An exploration of how the Irish family business perceives and experiences professionalisation / Catherine Duggan.
By: Duggan, Catherine [author]
.
Material type: 
BookSeries: MBS - Management and Marketing.Cork : Cork Institute of Technology, 2018Description: viii, 131 pages : illustrations (some color) ; 30 cm.Content type: text Media type: unmediated Carrier type: volumeSubject(s): Family-owned business enterprises -- Management. -- Irish | Family-owned business enterprises -- Succession | Family-owned business enterprises -- Professionalism -- IrishDDC classification: THESES PRESS Dissertation note: Thesis Cork Institute of Technology, 2018. Abstract: "This research explores how the process of professionalisation is espoused using case-study data from five Irish family businesses. Previous studies have conceptualised professionalisation as adopting professional norms. This empirical research addresses the gap between how the family business literature conceptualises professionalisation practices (Stuart and Hitt, 2012), and how on an empirical level the family business experiences the process, in their efforts to remain relevant in the marketplace. This research highlights the empirical nature in which the professionalisation process is adopted by the Irish family business. Professionalisation is shown to be a necessary process when committing to continuity of the business. This study demonstrates that professionalisation is a continuous, complex, multi-dimensional process triggered by the necessity to adopt new values following changes in ownership and management. This study shows that the professionalisation process is comprised of Triggers (inherited issues), Motivators (new values) and Enablers (strategy, structure, systems, and skills). Professionalisation manifests itself as several direct actions, which, when woven together, create a professionalisation funnel of empirical practice. This research has shown professioanlisation to be an evolving and continuous process through which the overlap of family and business impacts upon the capability of the family business to adopt the process. The challenge for the evolving family business is to identify what professionalised structures and processes are required to manage the overlap between family and business. This research identifies the true catalyst in adopting the professionalisation process to be a change in buiding values adopted by the second generation having unshackled the family business from negative inherited traits often associated with a family business such as nepotism and opportunism. Once these new guiding values have been adopted following a change in ownership the professionalisation process is shown to be organic, evolving and unique to each business in that professional norms are adopted yet in a manner unique to the needs and values of each contributing business". Abstract
| Item type | Current library | Call number | Status | Date due | Barcode | Item holds |
|---|---|---|---|---|---|---|
| Reference | MTU Bishopstown Library Thesis | THESES PRESS (Browse shelf(Opens below)) | Reference | 00181210 |
Thesis Cork Institute of Technology, 2018.
Bibliography: (pages 115-121)
"This research explores how the process of professionalisation is espoused using case-study data from five Irish family businesses. Previous studies have conceptualised professionalisation as adopting professional norms. This empirical research addresses the gap between how the family business literature conceptualises professionalisation practices (Stuart and Hitt, 2012), and how on an empirical level the family business experiences the process, in their efforts to remain relevant in the marketplace. This research highlights the empirical nature in which the professionalisation process is adopted by the Irish family business. Professionalisation is shown to be a necessary process when committing to continuity of the business. This study demonstrates that professionalisation is a continuous, complex, multi-dimensional process triggered by the necessity to adopt new values following changes in ownership and management. This study shows that the professionalisation process is comprised of Triggers (inherited issues), Motivators (new values) and Enablers (strategy, structure, systems, and skills). Professionalisation manifests itself as several direct actions, which, when woven together, create a professionalisation funnel of empirical practice. This research has shown professioanlisation to be an evolving and continuous process through which the overlap of family and business impacts upon the capability of the family business to adopt the process. The challenge for the evolving family business is to identify what professionalised structures and processes are required to manage the overlap between family and business. This research identifies the true catalyst in adopting the professionalisation process to be a change in buiding values adopted by the second generation having unshackled the family business from negative inherited traits often associated with a family business such as nepotism and opportunism. Once these new guiding values have been adopted following a change in ownership the professionalisation process is shown to be organic, evolving and unique to each business in that professional norms are adopted yet in a manner unique to the needs and values of each contributing business". Abstract