Research Article
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BUSINESS PROBLEMS RESULTING FROM BUSINESS-FAMILY INTERACTIONS AND SECTORAL CHARACTERISTICS: THE CASE OF MUĞLA

Year 2019, Volume: 3 Issue: 2, 123 - 144, 30.09.2019

Abstract

The interaction between the business and the family itself causes some serious problems in the family businesses. These businesses also face with other prob-lems due to the peculiar characteristics of the tourism industry. The objective of the study is to understand problems that the family businesses face in the tourism industry. Data for the study were gathered by way of a self-administered questi-onnaire with the study sample of family operated accommodation businesses lo-cated in Aegean Region (Mugla), Turkey, during the summer of 2018. Study findings evidence that owner/operators place more importance on the problems resulting from the industrial characteristics compared to problems arise from bu-siness-family interactions. The paper ends with both practical implications for the family business operators and some theoretical contribution to the growing research of family businesses.

References

  • Andersson, T., Carlsen, J., and Getz, D. (2002). Family business goals in the tourism and hospitality sector: case studies and cross-case analysis from Australia, Canada, and Sweden, Family Business Review, 15(2): 89-106.
  • Aronoff, C.E. and Eckrich, C.J. (1999). Trends in family-business transi-tion. Nation’s Business, 87(5), 62-64.
  • Athanassiou, N., Crittenden, W. F., Kelly, L. M. and Marquez, P. (2002). Founder centrality effects on the Mexican family firm’s top management group: firm culture, strategic vision and goals, and firm performance. Journal of World Business, 37(2), 139-150.
  • Barry, B. (1975). The development of organization structure in the family firm. Journal of General Management, 42-60.
  • Beckhard, R. and Dyer, W.G. Jr. (1983). Managing change in family firm-issues and strategies. Sloan Management Review, 24(3), 59-65.
  • Birley, S., Ng, D. and Godfrey, A. (1999). The family and the business. Long Range Planning, 32(6), 598-608.
  • Chua, J., Chrisman, J. and Sharma, P. (1999). Defining the Family Busi-ness by Behavior, Entrepreneurship Theory and Practice, 23(4): 19-37.
  • Danes, S. M., Zuiker, V.S., Kean, R. and Arbuthnot, J. (1999). Predictors of family business tensions and goal achievement. Family Business Review, 12(3), 241-252.
  • Dyer, W.G. Jr. and Handler, W. (1994). Entrepreneurship and family busi-ness: Exploring the connections. Entrepreneurship Theory and Practice, 19(1), 71-83.
  • Foley, S. and Powell, G. (1997). Reconceptualizing work-family conflict for business/marriage partners: A theoretical model. Journal of Small Business Management, 35(4), 36-47.
  • Gersick, K., Davis, J., Hampton, M. and Lansberg, I. (1997). Generation to Generation: Life Cycles of the Family Business. Boston: Harvard Business School Press.
  • Getz, D. and Carlsen, J. (2000). Characteristics and goals of family and owner-operated businesses in the rural tourism and hospitality sectors. Tourism Management, 21(6), 547-560.
  • Getz, D. and Petersen, T. (2004). Identifying industry-specific barriers to inheritance in small family businesses. Family Business Review, 17(3), 259-276.
  • Getz, D. and Carlsen, J. (2005). Family business in tourism-state of the art. Annals of Tourism Research, 32(1), 237-258.
  • Getz, D., Carlsen, J. and Morrison, A (2004). The Family Business in To-urism and Hospitality. Cambridge: CABI Publishing.
  • Getz, D. and Nilsson, P.A. (2004). Responses of family businesses to extreme seasonality in demand: The case of Bornholm, Denmark. Tourism Ma-nagement, 25(1), 17-30.
  • Goymen, K. (2000). Tourism and governance in Turkey. Annals of Tou-rism Research, 27(4): 1025-1048.
  • Gunver, B.A. (2002). Aile Isletmelerinin Yapisi ve Gelecegi (Characteris-tics and Future of Family Businesses). Istanbul: Istanbul Kultur Universitesi Ya-yinlari.
  • Holland, P. G. and Boulton, W. R. (1984). Balancing the Family and the Business in Family Business, Business Horizons, 27(2): 16-21.
  • Hudson, K. M. (2001). Transforming a conservative company-one laugh at a time. Harvard Business Review, 79(7): 45-53. http://www.koniks.com/pop_printer_friendly.asp?TOPIC_ID=3999. (Ret-rieved: January 2009)
  • Ibrahim, A.B., Soufani, K. and Lam, J. (2003). Family Business Training: A Canadian Perspective, Education & Training, 45(8/9): 474-482.
  • Kets de Vries, M. F. R. (1993). The Dynamics of Family Controlled Firms, Organizational Dynamics, 21(3): 59-71.
  • Leenders, M. and Waarts, E. (2003). Competitiveness and evolution of family businesses: The role of family and business orientation. European Mana-gement Journal, 21(6), 686-697
  • Middleton, V. (2001). The Importance of Micro-Businesses in European Tourism. In L. Roberts and D. Hall (Eds.), Rural Tourism and Recreation: Prin-ciples to Practice (pp. 197-201). Wallingford, Oxon: CABI.
  • Ministry of Culture and Tourism (MCT) (2005). Konaklama Tesislerine Ait Istatistikler (Accommodation Statistics) Retrieved December 2005 from www.turizm.gov.tr/TR/BlegeGoster.
  • Ministry of Culture and Tourism (MCT) (2010). Konaklama Tesislerine Ait Istatistikler (Accommodation Statistics) Retrieved September 2010 from www.turizm.gov.tr/TR/BelgeGoster.
  • Morris, M.H., Williams, R.O., Allen, J.A. ve Avila, R.A. (1997). Correla-tes of Success in Family Business Transitions, Journal of Business Venturing, 12(5): 341-422.
  • Peters, M. and Buhalis, D. (2004). Family hotel businesses: Strategic planning and the need for education and training. Education&Training, 46(8/9), 406-415.
  • Rogoff, E. G., Kay, R. and Heck, Z. (2003). Evolving research in entrep-reneurship and family business: recognizing family as the oxygen that feeds the fire of entrepreneurship-editorial. Journal of Business Venturing, 18(4), 559-566.
  • Schulz, J. W. (2001). Tapping the best that is within: Why corporate cultu-re matters. Management Quarterly, 42(1): 29-36.
  • Sekaran, U. (1992). Research Methods for Business: A Skill Building Approach (2nd Ed.). New York: John Wiley & Sons, Inc.
  • Stafford, K., Duncan, K. A., Danes, S. and Winter, M. (1999). A research model of sustainable family businesses. Family Business Review, 12(3), 197-208.
  • TUİK (2009). Rakamlar Ne Diyor? (What are the Numerals Saying?) 2009. Ankara: Türkiye İstatistik Kurumu (Turkish Statistical Institute). www.tuik.gov.tr/IcerikGetir.do?istab_id=134
  • Weidenbaum, M. (1996). The Chinese Family Business Enterprise, Cali-fornia Management Review, 38(4): 141-156.
  • Westhead, P., Cowling, M. and Howorth, C. (2001). The development of family companies: Management and ownership imperatives. Family Business Review, 14(4), 369-385.
  • Winter, M., Danes, S. M., Koh, S., Fredericks, K. and Paul, J. J. (2004). Tracking family businesses and their owners over time: panel attrition, manager departure and business demise. Journal of Business Venturing, 19(4), 535-559.
  • Yolal, M. and Emeksiz, M. (2007). A cooperative marketing model propo-sal for SMHEs in Turkey. World Journal of Tourism Small Business Manage-ment, 1(2):57-68.
Year 2019, Volume: 3 Issue: 2, 123 - 144, 30.09.2019

Abstract

References

  • Andersson, T., Carlsen, J., and Getz, D. (2002). Family business goals in the tourism and hospitality sector: case studies and cross-case analysis from Australia, Canada, and Sweden, Family Business Review, 15(2): 89-106.
  • Aronoff, C.E. and Eckrich, C.J. (1999). Trends in family-business transi-tion. Nation’s Business, 87(5), 62-64.
  • Athanassiou, N., Crittenden, W. F., Kelly, L. M. and Marquez, P. (2002). Founder centrality effects on the Mexican family firm’s top management group: firm culture, strategic vision and goals, and firm performance. Journal of World Business, 37(2), 139-150.
  • Barry, B. (1975). The development of organization structure in the family firm. Journal of General Management, 42-60.
  • Beckhard, R. and Dyer, W.G. Jr. (1983). Managing change in family firm-issues and strategies. Sloan Management Review, 24(3), 59-65.
  • Birley, S., Ng, D. and Godfrey, A. (1999). The family and the business. Long Range Planning, 32(6), 598-608.
  • Chua, J., Chrisman, J. and Sharma, P. (1999). Defining the Family Busi-ness by Behavior, Entrepreneurship Theory and Practice, 23(4): 19-37.
  • Danes, S. M., Zuiker, V.S., Kean, R. and Arbuthnot, J. (1999). Predictors of family business tensions and goal achievement. Family Business Review, 12(3), 241-252.
  • Dyer, W.G. Jr. and Handler, W. (1994). Entrepreneurship and family busi-ness: Exploring the connections. Entrepreneurship Theory and Practice, 19(1), 71-83.
  • Foley, S. and Powell, G. (1997). Reconceptualizing work-family conflict for business/marriage partners: A theoretical model. Journal of Small Business Management, 35(4), 36-47.
  • Gersick, K., Davis, J., Hampton, M. and Lansberg, I. (1997). Generation to Generation: Life Cycles of the Family Business. Boston: Harvard Business School Press.
  • Getz, D. and Carlsen, J. (2000). Characteristics and goals of family and owner-operated businesses in the rural tourism and hospitality sectors. Tourism Management, 21(6), 547-560.
  • Getz, D. and Petersen, T. (2004). Identifying industry-specific barriers to inheritance in small family businesses. Family Business Review, 17(3), 259-276.
  • Getz, D. and Carlsen, J. (2005). Family business in tourism-state of the art. Annals of Tourism Research, 32(1), 237-258.
  • Getz, D., Carlsen, J. and Morrison, A (2004). The Family Business in To-urism and Hospitality. Cambridge: CABI Publishing.
  • Getz, D. and Nilsson, P.A. (2004). Responses of family businesses to extreme seasonality in demand: The case of Bornholm, Denmark. Tourism Ma-nagement, 25(1), 17-30.
  • Goymen, K. (2000). Tourism and governance in Turkey. Annals of Tou-rism Research, 27(4): 1025-1048.
  • Gunver, B.A. (2002). Aile Isletmelerinin Yapisi ve Gelecegi (Characteris-tics and Future of Family Businesses). Istanbul: Istanbul Kultur Universitesi Ya-yinlari.
  • Holland, P. G. and Boulton, W. R. (1984). Balancing the Family and the Business in Family Business, Business Horizons, 27(2): 16-21.
  • Hudson, K. M. (2001). Transforming a conservative company-one laugh at a time. Harvard Business Review, 79(7): 45-53. http://www.koniks.com/pop_printer_friendly.asp?TOPIC_ID=3999. (Ret-rieved: January 2009)
  • Ibrahim, A.B., Soufani, K. and Lam, J. (2003). Family Business Training: A Canadian Perspective, Education & Training, 45(8/9): 474-482.
  • Kets de Vries, M. F. R. (1993). The Dynamics of Family Controlled Firms, Organizational Dynamics, 21(3): 59-71.
  • Leenders, M. and Waarts, E. (2003). Competitiveness and evolution of family businesses: The role of family and business orientation. European Mana-gement Journal, 21(6), 686-697
  • Middleton, V. (2001). The Importance of Micro-Businesses in European Tourism. In L. Roberts and D. Hall (Eds.), Rural Tourism and Recreation: Prin-ciples to Practice (pp. 197-201). Wallingford, Oxon: CABI.
  • Ministry of Culture and Tourism (MCT) (2005). Konaklama Tesislerine Ait Istatistikler (Accommodation Statistics) Retrieved December 2005 from www.turizm.gov.tr/TR/BlegeGoster.
  • Ministry of Culture and Tourism (MCT) (2010). Konaklama Tesislerine Ait Istatistikler (Accommodation Statistics) Retrieved September 2010 from www.turizm.gov.tr/TR/BelgeGoster.
  • Morris, M.H., Williams, R.O., Allen, J.A. ve Avila, R.A. (1997). Correla-tes of Success in Family Business Transitions, Journal of Business Venturing, 12(5): 341-422.
  • Peters, M. and Buhalis, D. (2004). Family hotel businesses: Strategic planning and the need for education and training. Education&Training, 46(8/9), 406-415.
  • Rogoff, E. G., Kay, R. and Heck, Z. (2003). Evolving research in entrep-reneurship and family business: recognizing family as the oxygen that feeds the fire of entrepreneurship-editorial. Journal of Business Venturing, 18(4), 559-566.
  • Schulz, J. W. (2001). Tapping the best that is within: Why corporate cultu-re matters. Management Quarterly, 42(1): 29-36.
  • Sekaran, U. (1992). Research Methods for Business: A Skill Building Approach (2nd Ed.). New York: John Wiley & Sons, Inc.
  • Stafford, K., Duncan, K. A., Danes, S. and Winter, M. (1999). A research model of sustainable family businesses. Family Business Review, 12(3), 197-208.
  • TUİK (2009). Rakamlar Ne Diyor? (What are the Numerals Saying?) 2009. Ankara: Türkiye İstatistik Kurumu (Turkish Statistical Institute). www.tuik.gov.tr/IcerikGetir.do?istab_id=134
  • Weidenbaum, M. (1996). The Chinese Family Business Enterprise, Cali-fornia Management Review, 38(4): 141-156.
  • Westhead, P., Cowling, M. and Howorth, C. (2001). The development of family companies: Management and ownership imperatives. Family Business Review, 14(4), 369-385.
  • Winter, M., Danes, S. M., Koh, S., Fredericks, K. and Paul, J. J. (2004). Tracking family businesses and their owners over time: panel attrition, manager departure and business demise. Journal of Business Venturing, 19(4), 535-559.
  • Yolal, M. and Emeksiz, M. (2007). A cooperative marketing model propo-sal for SMHEs in Turkey. World Journal of Tourism Small Business Manage-ment, 1(2):57-68.
There are 37 citations in total.

Details

Primary Language English
Journal Section Research Article
Authors

Fatmagül Turanlıgil This is me

Volkan Altıntaş

Publication Date September 30, 2019
Published in Issue Year 2019 Volume: 3 Issue: 2

Cite

APA Turanlıgil, F., & Altıntaş, V. (2019). BUSINESS PROBLEMS RESULTING FROM BUSINESS-FAMILY INTERACTIONS AND SECTORAL CHARACTERISTICS: THE CASE OF MUĞLA. International Journal of Social And Humanities Sciences, 3(2), 123-144.
AMA Turanlıgil F, Altıntaş V. BUSINESS PROBLEMS RESULTING FROM BUSINESS-FAMILY INTERACTIONS AND SECTORAL CHARACTERISTICS: THE CASE OF MUĞLA. IJSHS. September 2019;3(2):123-144.
Chicago Turanlıgil, Fatmagül, and Volkan Altıntaş. “BUSINESS PROBLEMS RESULTING FROM BUSINESS-FAMILY INTERACTIONS AND SECTORAL CHARACTERISTICS: THE CASE OF MUĞLA”. International Journal of Social And Humanities Sciences 3, no. 2 (September 2019): 123-44.
EndNote Turanlıgil F, Altıntaş V (September 1, 2019) BUSINESS PROBLEMS RESULTING FROM BUSINESS-FAMILY INTERACTIONS AND SECTORAL CHARACTERISTICS: THE CASE OF MUĞLA. International Journal of Social And Humanities Sciences 3 2 123–144.
IEEE F. Turanlıgil and V. Altıntaş, “BUSINESS PROBLEMS RESULTING FROM BUSINESS-FAMILY INTERACTIONS AND SECTORAL CHARACTERISTICS: THE CASE OF MUĞLA”, IJSHS, vol. 3, no. 2, pp. 123–144, 2019.
ISNAD Turanlıgil, Fatmagül - Altıntaş, Volkan. “BUSINESS PROBLEMS RESULTING FROM BUSINESS-FAMILY INTERACTIONS AND SECTORAL CHARACTERISTICS: THE CASE OF MUĞLA”. International Journal of Social And Humanities Sciences 3/2 (September 2019), 123-144.
JAMA Turanlıgil F, Altıntaş V. BUSINESS PROBLEMS RESULTING FROM BUSINESS-FAMILY INTERACTIONS AND SECTORAL CHARACTERISTICS: THE CASE OF MUĞLA. IJSHS. 2019;3:123–144.
MLA Turanlıgil, Fatmagül and Volkan Altıntaş. “BUSINESS PROBLEMS RESULTING FROM BUSINESS-FAMILY INTERACTIONS AND SECTORAL CHARACTERISTICS: THE CASE OF MUĞLA”. International Journal of Social And Humanities Sciences, vol. 3, no. 2, 2019, pp. 123-44.
Vancouver Turanlıgil F, Altıntaş V. BUSINESS PROBLEMS RESULTING FROM BUSINESS-FAMILY INTERACTIONS AND SECTORAL CHARACTERISTICS: THE CASE OF MUĞLA. IJSHS. 2019;3(2):123-44.