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Seetharaman, Ashwin (2017) Family businesses and their effects on organisational performance : Wealth View Industries Sdn. Bhd. as a case study. [Dissertation (University of Nottingham only)]

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Abstract

[Executive Summary]

The aim of this management project is to identify the effects on organisational performance in the context of family businesses. In other words, do family businesses impede or support the performance of an organisation. Wealth View Industries Sdn. Bhd., a Malaysian pure lead manufacturing company was chosen as a case study to support the research. The organisation was chosen as it is wholly owned and managed by one family, with the third generation in midst of succession. These factors were in line with the objectives of the research.

Data in the form of Interviews conducted with the participants from the organisation were obtained, transcribed, and analysed to identify categories that affect Wealth View Industries Sdn. Bhd.’s organisational performance. There were two categories identified as the supporting themes that promote the organisational performance at Wealth View Industries Sdn. Bhd., namely: The importance emphasised by the family management to maintain social capital and the positive effects of the newer generation entering the business. Two categories that impeded organisational performance at Wealth View Industries Sdn. Bhd. were the threat of operation delays and the lack of long-term plan communication.

By analysing and providing backing from theoretical literature research, the author had recommended that Wealth View Industries Sdn. Bhd. need to enforce corporate governance, manage succession, and professionalise operation to ensure continuous growth of the company and superior organisational performance. It was then concluded that family businesses do affect organisational performance, both positively and negatively.

Item Type:	Dissertation (University of Nottingham only)
Depositing User:	Bujang, Rosini
Date Deposited:	07 Mar 2018 08:08
Last Modified:	13 Mar 2018 10:04
URI:	https://eprints.nottingham.ac.uk/id/eprint/50259

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