1,720,966 research outputs found
Going public and the enrichment of a supportive network: Some evidence from Italian initial public offerings
No full textPast research on initial public offerings suggests that the reputation of a company positively affects the success of the offering. Success is usually measured in financial terms as if the essence of the operation lied only in the short-term inflow of money. In this paper, we investigate important albeit often neglected implications of going public by combining evidence from a series of preliminary case studies taken from the results of a survey of 57 Italian initial public offerings. Evidence from our research suggests that, besides providing an important inflow of capital, going public may actually improve the reputational and social capital of a company, by increasing its visibility, prestige and perceived trustworthiness. Therefore, going public may be an important way to support entrepreneurial activity, as it may expand and reinforce the network of relationships that offer access to external resources, complementary skills and investment opportunities
Le specificità del family business nella visuale degli intermediari finanziari
No full textNo abstract availabl
Strategic Planning Process as a Training Tool in Family Business Succession
No full textThere is increasing public (and academic) concern regarding family owned businesses (FOBs) largely because they represent 50 to 90% of the GDP in all free market economies, and as such they are the most prevalent form of business in the world. The body of knowledge developed rapidly by authors on FOBs shows that they are important, perform well economically, and contribute consistently to employment and economic growth. That same knowledge highlights a number of specific challenges that FOBs have to face in order to survive; among them, the first and perhaps most important is succession. In this paper, using evidence from a comparative case study of 13 FOBs, we suggest that the strategic planning process and strategic plans can be specific actions that can offer an idiosyncratic contribution to FOB succession, especially during the first years after next generation family members enter the company. This is of particular importance as the 2002 Raymond Institute study of over 1,000 U.S. FOBs found that in 84.5% of businesses a family member was expected to be the next leader. The benefits of strategic planning have to do with providing for the systematic transfer of crucial, and often tacit, business knowledge and skill, the facilitation of interpersonal working relationships between incumbent and next generation, and allowing family members and non family executives and directors to evaluate next generation job performance
Strategic plan guide
No full textL'opera presenta e discute i modelli operativi di predisposizione del piano industriale ai fini del processo di quotazione in Borsa
Learning in Entrepreneurial Ventures: Evidence from a Multiple Case Study
No full textLearning in Entrepreneurial Ventures: Evidence from a Multiple Case Stud
Learning in entrepreneurial firms: An exploratory study
No full textReports from a case-based study of learning while innovating in entrepreneurial firm
Strategic planning in family business: a powerful developmental tool for the next generation
No full textThis article addresses the issue of training next-generation family members once they have joined the management team in their family firm. The qualitative analysis of strategic planning processes of 18 Italian family firms shows that involving next-generation family members in the planning process benefits their developmental process. The findings indicate that this involvement provides the next generation with crucial tacit business knowledge and skills, facilitating interpersonal work relationships between incumbents and next-generation leaders and building credibility and legitimacy for the next generation. The comparative analysis of the cases allowed us to identify the five variables that seem to combine in explaining much of the observed differences in the amount and composition of benefits experienced in the 18 firms. Our findings extend current understanding of two understudied topics in family business: the postentry-phase training of the next generation and strategic management in family firms. © 2008 Family Firm Institute, Inc
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