學門類別
最新個案
- Leadership Imperatives in an AI World
- Vodafone Idea Merger - Unpacking IS Integration Strategies
- V21 Landmarks Pvt. Ltd: Scaling Newer Heights in Real Estate Entrepreneurship
- Snapchat’s Dilemma: Growth or Financial Sustainability
- Did I Just Cross the Line and Harass a Colleague?
- Predicting the Future Impacts of AI: McLuhan’s Tetrad Framework
- Porsche Drive (A) and (B): Student Spreadsheet
- Porsche Drive (B): Vehicle Subscription Strategy
- TNT Assignment: Financial Ratio Code Cracker
- Winsol: An Opportunity For Solar Expansion
Succession in Chinese Family Businesses (A): Fotile and the Mao Family
內容大綱
The three cases in this series focus on two Chinese families’ experiences with entrepreneurship and succession. Because most family businesses in China are relatively young, these first-generation entrepreneurs use their own approach to identify and develop their successors, and to pass their “wealth” to their offspring in a context shaped by unique Chinese cultural elements. The role-play exercise that relates to the (C) case illustrates the current Chinese cultural characteristics that influence leadership succession and highlights the case issues to be explored in the case discussion. See also 9B15C021 and 9B15C022.
學習目標
This case series is suitable for graduate- and executive-level courses on family businesses and China. It is relevant to many Chinese families and to business people who are interested in learning more about Chinese business practices. This case series has been effectively used in executive development programs that include participants from Chinese family businesses.<br><br>The case discussion is designed around four 1.5-hour sessions: Session 1 is a role-play exercise based on the (C) case; Sessions 2 and 3 discuss, respectively, the (A) and (B) cases; and Session 4 compares the situations facing the two families in the (A) and (B) cases.<br><br>The case discussion explores the following key issues:<ul><li>The evolution of the family business in China.</li><li>The unique set of outcomes specific to a family business and distinct from the characteristics of a non-family business.</li><li>Different methods of succession, in terms of choosing and developing a successor among family members and non-family executives.</li><li>Various definitions of wealth, including the new concept of socio-emotional wealth, and different ways of passing the wealth to the next generation.</li><li>The emergence in China of the family constitution or the family agreement.</li><li>The importance of governance and the benefits of clearly defined roles.</li><li>The complexity and interferences of family emotions, and the role of the chief emotions officer.</li></ul>