Collection Title:	SIU Thesis
Title :	Nurturing and Transferring Entrepreneurship in Thai Business Families
Material Type:	printed text
Authors:	Rungluck Naksung, Author ; Opas Piansoongnern, Associated Name ; Chanchai Bunchapattanasakda, Associated Name
Publisher:	Bangkok: Shinawatra University
Publication Date:	2018
Pagination:	vii, 75 p.
Layout:	ill, Tables.
Size:	30 cm.
Price:	500.00
General note:	SIU THE: SOM-MBA-2018-01 THE [MS.[MBA]] -- Shinawatra University, 2018
Languages :	English (eng)
Descriptors:	[LCSH]Entrepreneurship -- Thailand
Keywords:	Family business, Business family, Nurturing, Entrepreneurship, Thailand
Abstract:	This research aims to (1) to investigate patterns and phenomena of entrepreneurship formation in Thai business families; (2) to investigate practices of parent (the founders/predecessors of the business family) in nurturing and transferring entrepreneurship to their family members (successors); and (3) to build a model for nurturing and transferring entrepreneurship in Thai business families. Qualitative research is deemed the most appropriate for this study since the research questions are targeted to investigate on “how” and “why” questions which are: (1) When and how entrepreneurship is formed in business families?; and (2) How family members’ entrepreneurship is nurtured and transformed by their parents (the founders/predecessors of the business)? What strategies do they use? The Semi-structured interview was used for collecting data from key informants who are potential successors of Thai business families. The in-depth interview allows the researcher to explore, assess, and evaluate concepts, practices, and family strategies of transgenerational entrepreneurship in their natural setting. The interview questions cover the background of the firm and the interviewees, but the rest of the interview was focused on the interviewee’s experience in the family business and the interviewee relationship with his or her father and mother (the founders/predecessors of the business). There were eighteen Each interview took place at the interviewees’ offices or any convenient places and lasted between forty-five to sixty minutes. The study demonstrates that entrepreneurship in the Thai business families has emerged since childhood developmental stages. This means family entrepreneurship of the potential successors should be built as soon as possible. The key practices of the Thai business families used for creating family entrepreneurship are: (1) Parental role modeling; (2) Parental family business practices; and (3) Parental support. The study suggests the effective process of nurturing and transferring entrepreneurship in the Thai business families. Firstly, the founder or predecessor should build the family infrastructure which comprises of two main factors, intellectual and mental. According to the findings, these two factors must be created simultaneously. Secondly, the family accelerators must be built and employed to enhance effectiveness of the nurturing and transferring process in the family. The accelerators are the parental role modeling, the parental family business practices, and the parental supports. The parental role modeling has a direct impact on the family factors which are predecessor-successor identity alignment, family involvement, family orientation, and family expectation. Once the potential successors are able to identify and to match their personality with the predecessors, they are likely to align themselves with the future career. In this case, if they are happy, they are like to work in the family business called “affective commitment” (McMullen & Warnick, 2015). If they have no choice because they are the eldest son, eldest daughter or no one can replace their leading position, they are likely to work in the family business called “normative commitment” (McMullen & Warnick, 2015). However, there are a number of potential successors who are happy to work in the family business because the cost of running their own venture is higher called “continuance commitment” (McMullen & Warnick, 2015). Finally, the parental supports are very important to drive self-efficacy and locus of control of the potential successors. The founder or predecessor should support their children in the way they need. They should not be forced to take care of the family business. If the parent can do so, the effective process of nurturing and transferring entrepreneurship in the business families is likely to be successful.
Curricular :	BBA/MBA
Record link:	http://libsearch.siu.ac.th/siu/opac_css/index.php?lvl=notice_display&id=27648

SIU Thesis. Nurturing and Transferring Entrepreneurship in Thai Business Families [printed text] / Rungluck Naksung, Author ; Opas Piansoongnern, Associated Name ; Chanchai Bunchapattanasakda, Associated Name . - [S.l.] : Bangkok: Shinawatra University, 2018 . - vii, 75 p. : ill, Tables. ; 30 cm.
500.00
SIU THE: SOM-MBA-2018-01
THE [MS.[MBA]] -- Shinawatra University, 2018
Languages : English (eng)

Descriptors:	[LCSH]Entrepreneurship -- Thailand
Keywords:	Family business, Business family, Nurturing, Entrepreneurship, Thailand
Abstract:	This research aims to (1) to investigate patterns and phenomena of entrepreneurship formation in Thai business families; (2) to investigate practices of parent (the founders/predecessors of the business family) in nurturing and transferring entrepreneurship to their family members (successors); and (3) to build a model for nurturing and transferring entrepreneurship in Thai business families. Qualitative research is deemed the most appropriate for this study since the research questions are targeted to investigate on “how” and “why” questions which are: (1) When and how entrepreneurship is formed in business families?; and (2) How family members’ entrepreneurship is nurtured and transformed by their parents (the founders/predecessors of the business)? What strategies do they use? The Semi-structured interview was used for collecting data from key informants who are potential successors of Thai business families. The in-depth interview allows the researcher to explore, assess, and evaluate concepts, practices, and family strategies of transgenerational entrepreneurship in their natural setting. The interview questions cover the background of the firm and the interviewees, but the rest of the interview was focused on the interviewee’s experience in the family business and the interviewee relationship with his or her father and mother (the founders/predecessors of the business). There were eighteen Each interview took place at the interviewees’ offices or any convenient places and lasted between forty-five to sixty minutes. The study demonstrates that entrepreneurship in the Thai business families has emerged since childhood developmental stages. This means family entrepreneurship of the potential successors should be built as soon as possible. The key practices of the Thai business families used for creating family entrepreneurship are: (1) Parental role modeling; (2) Parental family business practices; and (3) Parental support. The study suggests the effective process of nurturing and transferring entrepreneurship in the Thai business families. Firstly, the founder or predecessor should build the family infrastructure which comprises of two main factors, intellectual and mental. According to the findings, these two factors must be created simultaneously. Secondly, the family accelerators must be built and employed to enhance effectiveness of the nurturing and transferring process in the family. The accelerators are the parental role modeling, the parental family business practices, and the parental supports. The parental role modeling has a direct impact on the family factors which are predecessor-successor identity alignment, family involvement, family orientation, and family expectation. Once the potential successors are able to identify and to match their personality with the predecessors, they are likely to align themselves with the future career. In this case, if they are happy, they are like to work in the family business called “affective commitment” (McMullen & Warnick, 2015). If they have no choice because they are the eldest son, eldest daughter or no one can replace their leading position, they are likely to work in the family business called “normative commitment” (McMullen & Warnick, 2015). However, there are a number of potential successors who are happy to work in the family business because the cost of running their own venture is higher called “continuance commitment” (McMullen & Warnick, 2015). Finally, the parental supports are very important to drive self-efficacy and locus of control of the potential successors. The founder or predecessor should support their children in the way they need. They should not be forced to take care of the family business. If the parent can do so, the effective process of nurturing and transferring entrepreneurship in the business families is likely to be successful.
Curricular :	BBA/MBA
Record link:	http://libsearch.siu.ac.th/siu/opac_css/index.php?lvl=notice_display&id=27648