Family Business Succession in Asia
Marleen Dieleman; Jonathan Ho Wye Kit
Product #:9B12M038_P
Supplier:Ivey/NUS
Discipline:General Management, International Business, Organizational Behaviour/Leadership
Setting:Asia, 2011
Subjects:
Industries:
Geography:
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Learning Objectives
- Succession and leadership of family firms: As the Wang Group developed into a billion-dollar group, the firm’s owner attempted, on one hand, to influence the organization and, on the other hand, to step back and allow a hired CEO to implement his vision. The unsuccessful first attempt towards family firm professionalization allows students to understand the mutual responsibilities of family owners and non-family managers, and to appreciate the difficulties families face when transforming a firm from family-run to family-owned and professionally run. This case is particularly useful to highlight the characteristics of Asian family firms.
- Change management: The Wang Group was experiencing a profound strategic change process as the second-generation leader took over. Charles Wang tried to instill family values and prepare the firm for a sustainable future. The case allows students to see how business development and family leadership are intertwined, and subsequently assess what type of leadership is necessary to take over after the change process.