THE IMPLICATIONS OF GOVERNANCE INSTITUTIONS & HRM PRACTICES IN THE TRANSITIONAL GROWTH DEVELOPMENT OF FAMILY-OWNED BUSINESSES IN HONDURAS

由宏都拉斯家族企業過度時期發展中所得關於治理機構與人力資源管理實踐的啟示

瑪麗亞(Maria Jose Polanco Batres)

指導教授 ： 謝英哲

國立清華大學/科技管理學院/國際專業管理碩士班/碩士(2015年)

摘要

Family-owned businesses are considered major role players of the economy around the world (IMF, 2001). Specifically, family-owned businesses in Honduras represent 90% of the small & medium enterprises and are key providers of employment (Scarlet Alvarez, 2013). The human resource management field of family-owned businesses has the peculiar characteristic of having the involvement of the family dimension within its form of organization. The family dimension can bring some challenges to the firm, therefore, the research question relating these two fields is stated as follows: how can family-own businesses reduce their unique challenges related to their “Family Trait” involvement in the firm, through the usage of adequate human resource practices?
The literature review supporting this investigation is composed by four main concepts: a. model of growth development of family-owned business (DMFB) proposed by Gersick (1997) in which family-owned businesses are identify in three dimensions with different stages of development (ownership, family & business) b. the influence of organizational culture in the strategies decided within the family-owned business c. family governance institutions proposed as practices to reduce challenges d. HRM practices within family-owned businesses and its role as a partner strategy with the governance institutions.
The methodology consisted of six family-owned business cases which were investigated with the help of virtual interviews held both simultaneously and non-simultaneously. The semi-structure questionnaire used for the interviews is found in the appendix. The analysis of patterns through the categorization of the interviews identify the following results: the cases were classified in three stages within the dimensions of ownership, family and business, stage #1 single-ownership; stage #3 Working together and stage #2 formalization/ expansion stage. This horizontal connection of stages allowed a better understanding of their challenges: a. centralized decision making b. communication problems c. higher qualification of family collaborators d. overestimation of the trust value within the family collaborators. The challenges helped answered the first part of the research question, which consisted of the identification of challenges related to the “family trait.” Then the family governance practices and HRM practices were identified as aiders in the reduction of these challenges in order for family-owned businesses transit from one stage to another in a more efficient way.

關鍵字

Human resource management ； Family-owned business

參考文獻

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