INSTITUTIONALIZATION AT THE FAMILY BUSINESSES AND THE PERSPECTIVE OF FOLLOWING GENERATION

Yıl 2006, Cilt: 21 Sayı: 1 - Cilt: 21 Sayı: 1, 109 - 126, 25.07.2016

MELTEM ONAY ÖZKAYA CANAN MUTER ŞENGÜL

Öz

In common language, family business is an entrepreneurship of a family which ends by job formation. So we talk about an organization structure where the family holds the ownership, the management and the application of the job.Institutionalization is number of policies applied on all kind of interaction and communication in the organization what ever the subject is. Consequently an organization should identify appropriate written rules for all kind of processes, adopt a family constitution and train following generation along this philosophy. The aim of this study is to bring up the institutionalization effort of family businesses and how much the following generation cares about it.

Anahtar Kelimeler

Family Business, Following Generation, Institutionalization.

AİLE ŞİRKETLERİNDE KURUMSALLAŞMA VE İKİNCİ KUŞAĞIN “KURUMSALLAŞMA” KONUSUNA BAKIŞ AÇISI

Öz

Günlük dilde aile şirketleri denildiğinde, bir ailenin herhangi bir girişim yaparak bir iş kurması anlaşılmaktadır. Sade bir yaklaşımla; ailenin işin sahipliğini üstlendiği, yönetimde yetkinin merkezileştiği ve çoğu zaman işin içinde yer aldığı bir işletme yapısından söz edilmektedir. Kurumsallaşma, konu ne olursa olsun her türlü etkileşim ve iletişimde belirli kuralların hakim olmasıdır. Dolayısıyla, kurumun işleyişindeki bütün süreçlerde uygun kuralların olması ve bu kuralların mümkün olduğunca yazılı olması, yani bir “aile anayasası”nın olması ve gelecek ikinci kuşağın da, bu bakış açısına sahip olarak yetiştirilmiş olması gerekir.Bu düşüncelerle yapılan araştırmanın amacı; aile şirketlerinin ne ölçüde kurumsallaşma çabası içinde oldukları ve yeni neslin de bu konuya ne kadar sahip çıktığını belirleyebilmektir.

Anahtar Kelimeler

Aile Şirketleri, İkinci Kuşak, Kurumsallaşma

Kaynakça

• AKAT İ., G. BUDAK ve G., BUDAK ( 2002), İşletme Yönetimi, İzmir: Barış Yayınları Fakülteler Kitapevi, 7.
• ARONOFF, C.( 2004), “If-Perpetution Family Organization Built on Values”, Family Business Review, March, 17,1; ABI/INFORM Global, 55.
• BARNES., HERSHON (1976), “Transferring Power In The Family Business”, Harvard Business Review, 54(4), 105-114.
• BROCKHAUS, R.H. (2004), “Family Business Succession: Suggestion for Future Research”; Family Business Review; Jun; 17,2; ABI/INFORM Global, 165.
• CURIMBABA, F. (2002), “The dynamics of women’s roles as family business manager”, Family Business Review, Sep, 15,3, ABI/INFORM Global, 239.
• CHUA, J.H., J.J CHRISMAN ve P. SHARMA (2003),” Succession and nonsuccession concern of family and agency relationship”, Family Business Review, Jun, 16,2; ABI/INFORM Global, 89.
• DYERS Jr. W.G. (1986), Cultural Change In Family Firms: Anticipating and Managing Business And Family Transitions. San Francisco, CA: Jossey Bass.
• DAVIS P.(1986), Family Business: Perspectives on Change”, Agency Sales Magazine, June, 9-16.
• FINDIKÇI İ. (2000), “Aile Şirketlerinde Yönetim ve Kurumsallaşma, Aile Şirketlerinde Kurumsallaşma Paneli, 27.
• FINDIKÇI, İ. (2005), “Family Firm in Turkey: The Struggle for Change”, Family Business, Winter, 11-13.
• FINDIKÇI İ. (2005a), Aile Şirketleri, İstanbul, Alfa Yayınları, 81-90.
• GALLO, M.A. (2004), “The Family Business and Its Social Responsibilities”, Family Business Review, Vol: XVII, No:2, June, 135-147.
• GOLDEN,A. (2003), “What Makes a Leader: Personal Experience in Leading Through Values”, Family Firm Institute Annuel Conference, 21-30.
• KIRIM, A. (2003), Aile Şirketlerinin Yönetimi, İstanbul: Sistem Kitapevi, 5-9.
• LANSBERG HABBERSHON Timoty G., WILLIAMS, Mary, MACMILLAN, Ian., (2003), “ Unified systems perstective of family firm performance” , Journal of Business Venturing, 18, 451-465.
• HENDRICK, Francois M.M. (2003), “Family, farm and factory: Labor and family in the transition from protoindustry in 19th-century Twenty, the Nederlands”, History of the Family, 8, 45-69)
• HATCH, M.J. (1997), Organization Theory, New York: Oxford University Press, Inc., 200.
• MUSTAKALLIO, M vd. (2002), “Relations and Concractual Governance in Family Firms: Effects on Strategic “; Family Business Review, Sep, 15,3; ABI/INFORM Global, 205.
• NEUBAUER, H. (2003), “The Dynamics of Succession in Family Business in Western Countries”, Family Business Review, Dec, 14:4, ABI/INFORM Global, 269.
• ROBINS, S. (1990), Organization Theory, Structure, Design and Application, USA: Prentice-Hall International Inc, 29.
• VERA, C.F; DEAN.M.A. (2005), “An Examination of the Challenges Daughters Face in Family Business Succession”, Family Business Review, Dec: 18,4; ABI/INFORM Global, 321.
• STERN, M. H. ( 1986), “Inside The Family-held Business”, New York: Harcourt Brace Jovanovich.
• SHERWOOD, B. (2005), “Advice for the Family Business’ Next Generation: The Odds are Against You”, Sherwood Business Management Corp., 47
• SONFIELD, M.C. ve R.N. LUSSIER (2004), “First-, Second and Third- Generation Family Firms: A Comparison”, Family Business Review, Sep: 17,3; ABI/INFORM Global, 189
• WARD, J.L. (1987),”Keeping The Family Business Healthy”, San Francisco, CA: Jossey Bass.