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Successor attributes in Indian and Canadian family firms
This study replicates the Chrisman, Chua, Sharma 1998 Canadian study in the Indian context. Using data from 43 Indian family firms, this study compares the successor attributes that Indian and Canadian family business owners consider most important. Despite significant differences in norms and cult...
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| Format: | Article |
| Language: | English |
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2000
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| LEADER | 01099nab a22001217a 4500 | ||
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| 008 | 160615b2000 xxu||||| |||| 00| 0 eng d | ||
| 100 | |a Sharma, Pramodita | ||
| 245 | |a Successor attributes in Indian and Canadian family firms |c a comparative study / Sharma, Pramodita. | ||
| 260 | |c 2000 | ||
| 300 | |a 313 - 330 | ||
| 520 | |a This study replicates the Chrisman, Chua, Sharma 1998 Canadian study in the Indian context. Using data from 43 Indian family firms, this study compares the successor attributes that Indian and Canadian family business owners consider most important. Despite significant differences in norms and culture prevalent in these two countries, results of this comparative study indicate that both sets of family firm owners rate integrity and commitment to the business as the two most important attributes of a successor. However, compared to Canadian family firm owners, Indian owners rate blood and family relationships higher. Canadian respondents, on the other hand, rate interpersonal skills, past performance, and experience higher. | ||
| 773 | |a Family Business Review |d Dec | ||
| 999 | |c 43636 |d 43636 | ||