• An Examination of Daughter Succession in Turkish Family Owned Businesses: Gendered Norms, Cultural Influence and Leadership Challenges

      Page, Steve; Ozdemir, Ozlem (University of Chester, 2017-02)
      Succession planning and successor selection is a key theme in the FOB (Family Owned Business) literature. To enable the business to continue, FOB owner needs to decide who will be the next leader before resigning. Although the succession process is one of the most researched areas within the family business field, studies have mostly focused only on incumbent or successor viewpoints. However, the purpose of this study is to fill the gap and offers a different perspective on daughters’ succession by analysing owner, successor, and employee points of view. This dissertation aims to identify cultural patterns, and how factors based on different cultural patterns influence the daughter succession process in Turkish family businesses. Additionally, aim to reach novel insights regarding women entrepreneurs in Turkish FOBs, particularly how they gain business leadership positions, and the explicit and implicit factors determining the succession process. The research is grounded in the multidimensional model of succession process in family business theory, which has been expanded to include interactive and collaborative action, by addressing the family business cultural effects associated with stewardship theory. The adoption for this study of an epistemological interpretivist philosophy within a social constructivist perspective is justified. Data was collected from in-depth, semi-structured interviews with 20 FOB owners and daughters, and surveys of 252 FOB employees to obtain information on their perspectives about selecting daughters as FOB successors.
    • Leadership development for managers in turbulent times

      Hall, Roger D.; Rowland, Caroline A.; Hall Consultancy; University of Chester (Emerald, 2016-09-12)
      Purpose In a turbulent economic climate, characterised by pressures to improve productivity and reduce costs, leadership and performance management have a more central role in helping to ensure competitive advantage. This paper explores current demands on leaders; and endeavours to explore linkages between management education and agile leadership Design/methodology/approach Taking a grounded theory approach, this paper uses the concepts of volatility, uncertainty, complexity and ambiguity (VUCA) to investigate the impact on desired attributes of leaders and the extent to which this is underpinned by current management education programmes. It draws on the VUCA model of agile management to examine current practices and experiences and considers future trends. Empirical research includes case studies and analysis of management syllabuses. Findings Syllabuses do not reflect the attributes that organizations expect leaders to possess and are content driven rather than process focussed. VUCA is not yet mainstream in academic thinking. Practical implications There is a disparity between the output of Business Schools and the expectations of organizations. This may affect productivity. It is suggested that the use of live consultancies may provide a more beneficial management development experience. Originality/value This research opens an international debate that seeks to assess the relevance of current management education to the needs of organizations for agile, high performing leaders
    • Making Great Minds Think Alike: Emerging market multinational firms’ leadership effects on targets’ employee psychological safety after cross-border mergers and acquisitions

      Rao-Nicholson, Rekha; Khan, Zaheer; Stokes, Peter; University of the West of England; University of Sheffield; University of Chester (Elsevier, 2015-10-09)
      Abstract This paper examines the impact of leadership on targets’ employee psychological safety (EPS), characterized by employees’ expectation of job and remuneration stability, during the cross-border mergers and acquisitions (M&As) by emerging market multinational companies (EMNEs). The M&As by Indian and Chinese companies forms the empirical context of this study and the case survey method is used to examine the effect of leadership on EPS. The results show that the EMNEs’ leadership visibility during the M&A process has no impact on the EPS, whereas, the trust in the EMNEs’ leadership has positive effect on the EPS. The deal status has a moderating effect on the leadership visibility and positively affects the EPS. This research finds evidence of target country differences in terms of the effect of EMNEs’ leadership on EPS and limited evidence of such effect for acquirer nationality differences. Keywords: employee psychological safety, leadership, Emerging market multinational firms, M&As, India, China 
    • Soft Power and International Political Marketing

      Sun, Henry; harris, Phil; University of Chester (Palgrave Macmillan, 2020-06-28)
      Joseph Nye defines soft power as the ability of “getting others to want the outcomes that you want” through persuasion and attraction of one’s ideas or the ability to set the political agenda to shape the preferences of others. Nye further argues that in the international arena, besides the military and economic power, there is a third dimension which is characterized as indirect power, cooptive power, and intangible power in contrary to direct power, coercive power, and tangible power. Nye states, “The ability to establish references tends to be associated with intangible power resources such as culture, ideology and institutions. This dimension can be thought of as soft power, in contrast to the hard command power usually associated with tangible resources like military and economic strength.” Henry Sun defines international political marketing as following: International Political Marketing seeks to establish, maintain and enhance long-term relations among nation-states, political actors and organizations, so that the objectives of stakeholders involved are met. This is done by mutual exchange and fulfillment of promises through cross-border and cross-culture marketing strategy and management