DSpace Collection:
https://hdl.handle.net/2440/1077
2024-03-29T02:22:40ZThe relationship between financial risk management and succession planning in family businesses
https://hdl.handle.net/2440/140090
Title: The relationship between financial risk management and succession planning in family businesses
Author: Mihaylov, G.S.; Zurbruegg, R.
Abstract: Purpose – This article examines the relationship between financial risk management and succession planning in family businesses. Motivated by the Theory of Planned Behaviour, we hypothesize that the use of professional risk management practices is associated with an increased likelihood that businesses adopt professionalized approaches to succession planning. We then investigate if succession planning professionalization is, in turn, positively related to the financial performance of family businesses. Design/methodology/approach – We apply binary probit and ordered dependent variable regressions to unique data generated from a survey sample of Australian family businesses. To check the robustness of our results to potential endogeneity concerns we apply difference tests to propensity score matched sub-samples from our original cohort of respondents. Findings – The results show that, in contrast to verbal or absent succession arrangements, formal written succession plans are both positively associated with the use of financial risk management practices and with superior financial performance in family businesses. Originality/value – Our arguments and findings suggest that active financial risk management provides a platform for planning succession in family businesses, and that this links with improved short-term financial performance. In light of the critical role that succession plays in ensuring long-term business sustainability, our findings provide important and novel insights into the conditions under which family businesses are most likely to use formal professionalized succession planning.2021-01-01T00:00:00ZThe importance of external social support for workplace-related stress as we grow older
https://hdl.handle.net/2440/139900
Title: The importance of external social support for workplace-related stress as we grow older
Author: Caines, V.; Treuren, G.J.M.
Abstract: Objectives: For older employees, a mismatch between work and non-work roles can lead to work–family conflict (WFC) and stress. This paper examines whether the availability of social support from outside the workplace can assist these employees in coping with the stress-related consequences of WFC. Methods: This study used data from Waves 16 (Time 1) and 17 (Time 2) of the Household, Income and Labour Dynamics in Australia survey (N = 2,867). Sociodemographic characteristics were measured using age, sex, gender, and employment tenure. A moderated regression model was applied to the older employees in this sample using stress, WFC with external social support as the moderator. Analysis was additionally undertaken for the different aged employee cohorts younger (under 30) and middle-aged (30–50). Results: We found that external social support dampened the effect of work-family conflict on employee stress for older employees. This effect was more powerful for older employees than for younger employees. Interestingly, older employees reported the same levels of external social support as employees between 30 and 50, but less than that of employees under 30. Conclusion: Following our hypothesised relationships based on conservation of resources (COR), selection, optimisation with compensation (SOC) and socio-emotional selectivity theories (SST), this paper demonstrates that older employees benefit significantly from external social support. As external social support increased among older employees, the negative effect of work-family conflict on stress decreased. However, this effect was only significant for employees up to the 68th percentile. Overall, this effect was less powerful for both groups of younger employees. Consistent with SOC and SST, older employees possessed different social motives (less reported external social support). Employer and government strategies assisting employees to develop social networks outside the workplace may provide significant benefits to organisations in addition to employees.
Description: First published: 16 October 2023.
OnlinePubl2023-01-01T00:00:00ZPut your own “oxygen mask” on first: A behavioral typology of leaders' self-care
https://hdl.handle.net/2440/139897
Title: Put your own “oxygen mask” on first: A behavioral typology of leaders' self-care
Author: Chiu, C.; Howard, M.; Lopes, E.; Kulik, C.T.; Tuckey, M.R.
Abstract: Organizational leaders are essential in implementing, interpreting, and even proactively initiating changes for human resource (HR) functions to enhance workplace productivity and well-being. However, recent studies have cautioned that providing positive and supportive leadership usually drains these organizational leaders. Although the literature has shed light on how leaders can use self-care strategies to recharge, researchers and HR professionals know relatively little about (1) what specific self-care actions leaders can take and (2) how external crises such as COVID-19 constrain leaders' selfcare actions. To identify specific leaders' self-care behaviors, which we refer to as oxygen masks, we interviewed 41 healthcare managers in Australia during the COVID-19 pandemic in 2020. We presented a behavioral typology summarizing distinct oxygen masks that leaders used at different points in time. These oxygen masks include improving physical well-being, improving emotional/spiritual/social well-being, fulfilling managerial roles, and seeking collegial and organizational support. Moreover, we concluded that the COVID-19 restrictions made some of these oxygen masks less accessible, negatively impacting leaders' well-being. Our research conclusions have implications for theory and future studies on extending the literature associated with leadership development, leaders' resilience, and leaders' well-being. The results also provide HR professionals with practical suggestions about assisting line managers in improving their self-care and sustaining their leadership effectiveness.
Description: First published: 25 October 20232024-01-01T00:00:00ZNo Lights, No Camera, No Action: Indian movie industry practitioner perspectives on life after the pandemic
https://hdl.handle.net/2440/139353
Title: No Lights, No Camera, No Action: Indian movie industry practitioner perspectives on life after the pandemic
Author: Kamineni, R.; Rentschler, R.
Abstract: How does the Indian movie industry recoup, rebuild and rejuvenate post-COVID-19? Are there new pathways opening up? Is digitization one of them? These are the hot topics that are being discussed by practitioners in the Indian movie industry, since the global pandemic, COVID-19. reduced India as a nation from a thriving movie industry to a struggling movie industry. They are illustrative of entrepreneurial failure in the Indian movie industry, exposed by COVID-19. There is an urgent need to develop alternate pathways for revenue generation to protect the Indian movie industry from further decline. With close to 2000 movies being released each year, the movie industry was one of the largest employment-generating industries in India, bringing both income and joy to people’s lives in a nation beset by vast differences in wealth. However, it has been based on theatrical exhibition rather than digitization, with a lukewarm response to digital providers, to its detriment. During the pandemic, lack of digital innovation flipped from ‘might do’ to ‘must do’ in order to ensure the many family businesses in the Indian movie industry survive and monetize developed content. Though India’s poor lost out on their share of entertainment due to screen closures, digitization ensured that the growing middle class could be catered to. However, the business model is rapidly changing and the role of the producer as an entrepreneur is diminishing because artists and technicians are directly striking deals and developing content with funding from digital providers.2023-01-01T00:00:00Z