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Family Business in Mexico: Responses to Human Resource Limitations and Management Succession

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  • Hoshino, Taeko

Abstract

Indigenous firms in Mexico, as in most developing countries, take the shape of family businesses. Regardless of size, the most predominant ones are those owned and managed by one or more families or descendent families of the founders. From the point of view of economics and business administration, family business is considered to have variety of limitations when it seeks to grow. One of the serious limitations is concerning human resource, which is revealed at the time of management succession. Big family businesses in Mexico deal with human resource limitations adopting measures such as the education and training of the successors, the establishment of management structure that makes control by the owner family possible and divisions of roles among the owner family members, and between the owner family members and the salaried managers. Institutionalization is a strategy that considerable number of family businesses have adopted in order to undergo the succession process without committing serious errors. Institutionalization is observed in such aspects as the establishment of the requisite condition to be met by the candidate of future successor and the screening by an institution which is independent of the owner family. At present these measures allow for the continuation of family businesses in an extremely competitive environment.

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File URL: http://ir.ide.go.jp/dspace/bitstream/2344/194/3/ARRIDE_Discussion_No.12_hoshino.pdf
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Bibliographic Info

Paper provided by Institute of Developing Economies, Japan External Trade Organization(JETRO) in its series IDE Discussion Papers with number 12.

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Date of creation: Nov 2004
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Publication status: Published in IDE Discussion Paper. No. 12. 2004.11
Handle: RePEc:jet:dpaper:dpaper12

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Related research

Keywords: Family business; Ownership; Management; Succession; Mexico; Home-based businesses; Family concern; Human resources; Industrial management;

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References

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  1. Simon Johnson & Rafael La Porta & Florencio Lopez-de-Silanes & Andrei Shleifer, 1999. "Tunnelling," Harvard Institute of Economic Research Working Papers 1887, Harvard - Institute of Economic Research.
    • Simon Johnson & Rafael La Porta & Florencio Lopez-de-Silanes & Andrei Shleifer, 2000. "Tunnelling," NBER Working Papers 7523, National Bureau of Economic Research, Inc.
  2. Burkart, Mike & Panunzi, Fausto & Shleifer, Andrei, 2002. "Family Firms," CEPR Discussion Papers 3234, C.E.P.R. Discussion Papers.
    • Mike Burkart & Fausto Panunzi & Andrei Shleifer, 2003. "Family Firms," Journal of Finance, American Finance Association, vol. 58(5), pages 2167-2202, October.
  3. Burkart, Mike & Gromb, Denis & Panunzi, Fausto, 1997. "Large Shareholders, Monitoring, and the Value of the Firm," The Quarterly Journal of Economics, MIT Press, vol. 112(3), pages 693-728, August.
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Cited by:
  1. Batiz-Lazo, Bernardo, 2008. "The emergence and growth of US-style business education in Mexico (1955-2005)," MPRA Paper 7473, University Library of Munich, Germany.
  2. Antonio Ruiz-Porras & William Henry Steinwascher Sacio, 2008. "Gobierno corporativo, diversificación estratégica y desempeño empresarial en México," Revista de Administración, Finanzas y Economía (Journal of Management, Finance and Economics), Tecnológico de Monterrey, Campus Ciudad de México, vol. 2(1), pages 58-73.
  3. Steinwascher, William, 2007. "Propiedad, gobierno corporativo y las estrategias de diversificación de las empresas mexicanas: Un estudio exploratorio
    [Ownership, corporate governance and diversification strategies of Mexican f
    ," MPRA Paper 11599, University Library of Munich, Germany.
  4. World Bank, 2007. "Democratic Governance in Mexico : Beyond State Capture and Social Polarization," World Bank Other Operational Studies 7689, The World Bank.
  5. Soto Maciel Argentina, 2013. "La empresa familiar en México. Situación actual de la investigación," Contaduría y Administración:Revista Internacional, Accounting and Management: International Journal, vol. 58(2), pages 135-171, abril-jun.

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