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Business System (business + system)
Selected AbstractsAgency Relations within the Family Business System: an exploratory approachCORPORATE GOVERNANCE, Issue 3 2003L.A.A. Van den Berghe Researchers use various definitions to describe the family firm. The characteristics of family firms that are stressed in each of these definitions are somehow related to family control. All characteristics together reflect a spectrum of family firm types along one core dimension: family involvement in the firm. However, it is more helpful to distinguish among family firms by using their precise type. Each particular family firm type is characterised by a set of agency relations within and between the family system, ownership system and the business system. This paper is a first attempt to apply the insights from agency theory on a highly simplified (reference) family firm situation where the father is full owner and the daughter manager of the family firm. Agency theory establishes the foundation for the optimal contract conditions between father and daughter. While real life is often characterised by bounded rationality and incomplete information, future research should help identify the "optimal contract" be-tween the family/shareholders and management in various family firm types under these circumstances. [source] Private equity and HRM in the British business systemHUMAN RESOURCE MANAGEMENT JOURNAL, Issue 3 2007Ian Clark Who owns the firm? Do changes in owner matter? Will change affect the operational and strategic role of the HR function? For some, the answer will be no precisely because mergers and acquisitions, takeovers, buyouts and privatisations are central activities for a British-based business where short-term value for shareholders and financial engineering are key management objectives that structure and inform the work of HR professionals. For other readers, the answer may well be yes; ownership and owner strategies do matter, particularly if a firm is acquired by a relatively new actor in the market for corporate control , the private equity firm. [source] Exploring the dynamics of industrial relations in US multinationals: evidence from the Republic of IrelandINDUSTRIAL RELATIONS JOURNAL, Issue 3 2005Patrick Gunnigle ABSTRACT While previous work has identified a shift in the host business system which facilitates multinational corporations in their quest to introduce non-union approaches, little or no qualitative data have been brought to bear on this issue. This article presents case-based evidence on the dynamics of this trend in Ireland, focusing specifically on management approaches to collective employee representation as well as providing an exposition of the patterns of trade union recognition and avoidance in evidence. [source] | ||||||||||