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Sample translations submitted: 1
English to Indonesian: CURRENT TRENDS AND FUTURE DIRECTIONS IN FAMILY BUSINESS MANAGEMENT STUDIES: TOWARD A THEORY OF THE FAMILY FIRM James J. Chrisman General field: Marketing Detailed field: Economics
Source text - English CURRENT TRENDS AND FUTURE DIRECTIONS IN FAMILY BUSINESS
MANAGEMENT STUDIES: TOWARD A THEORY OF THE FAMILY FIRM
This White Paper, commissioned by the Coleman Foundation and U.S. Association
of Small Business and Entrepreneurship, has three specific objectives. The first is to
provide a review of the most important contributions to the field with respect to
progress in the development of a theory of the family firm. The second is to discuss
the most important directions for future research with respect to the same end. The
third is to make a set of recommendations on an appropriate pedagogy for family
business management in light of these development and directions.
Introduction
The economic landscape of most nations remains dominated by family firms (Heck &
Stafford, 2001; Klein, 2000; Morck & Yeung, 2003; Shanker & Astrachan, 1996). Therefore, it
is fitting that academia has begun to recognize the importance of family business studies. The
field has gathered considerable momentum, particularly in the last several years. Studies of
founders (e.g., Kelly, Athanassiou, & Crittenden, 2000; Kenyon-Rouvinez, 2001; Sorenson,
2000), members of the next-generation (e.g., Eckrich & Loughead, 1996; Goldberg, 1996;
Sharma & Irving, 2002; Stavrou, 1998), women (e.g., Cole, 1997; Dumas, 1998; Fitzgerald &
Muske, 2002; Poza & Messer, 2001), and non-family managers (e.g., Mitchell, Morse, & Sharma,
2003) have increased our understanding of key individual stakeholders. Studies at the group level
have added to our knowledge on two of the most pervasive problems in family businesses:
conflict (e.g., Boles, 1996; Drozdow, 1998; Habbershon & Astrachan, 1996; Kaye, 1996;
Kellermanns & Eddleston, 2002; Sorenson, 1999) and succession (e.g., Cadieux, Lorrain, &
Hugron, 2002; Davis & Harveston, 1998; Harveston, Davis, & Lynden, 1997; Miller, Steier, &
LeBreton-Miller, 2003; Morris, Williams, Allen, & Avila, 1997). Still other studies have
broadened our horizons beyond the United States by providing perspective of the family business
situation in Asia (Pistrui, Huang, Oksoy, Jing, & Welsch, 2001; Sharma & Rao, 2000) Europe
2
(Corbetta, 1995; Gallo, 1995; Klein, 2002; Welsch, Gerald, & Hoy, 1995), and South America
(Curimbaba, 2002).
Recently, the idea that the family is the critical variable in family firm studies and that the
heart of the field is about understanding the reciprocal impact of family on business and business
on family has begun to crystallize in the minds of many scholars (e.g., Astrachan, 2003; Dyer,
2003; Habbershon, Williams, & MacMillan, 2003; Rogoff & Heck, 2003; Zahra, 2003). Broad
based models of sustainable family businesses that take into account the reciprocal relationships
between family and business systems in an effort to foster the simultaneous development of
functional families and profitable firms have emerged (Stafford, Duncan, Danes, & Winter,
1999). Other scholars have encouraged the adoption of a “family embeddedness perspective” by
including the characteristics of family systems in research studies (Aldrich & Cliff, 2003).
Recognizing that the family and business are intertwined in family firms, some researchers
define the performance of family firms along both family and business dimensions (Mitchell et
al., 2003). Some studies even suggest that the success of family firms depends more on effective
management of the overlap between family and business than on resources or processes in either
the family or the business systems (Olson, Zuiker, Danes, Stafford, Heck, & Duncan, 2003).
However, much remains to be done. The field’s theoretical foundation and system of
classification needs much additional development. For example, there continues to be
controversy over the definition of a family business. Important research topics such as the role of
non-family managers (Chua, Chrisman, & Sharma, 2002) remain understudied and the
methodologies used often make generalizations difficult.
The purpose of this article is to take stock of the progress achieved in the field since the
publication of our annotated bibliography (Sharma, Chrisman, & Chua, 1996) and survey article
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(Sharma, Chrisman, & Chua, 1997) in the mid-1990s that called for a strategic management
approach to the study of family business. In keeping with the objectives of the Coleman
Foundation and U.S. Association of Small Business and Entrepreneurship, which commissioned
this White Paper, we also discuss the directions that research should take and present alternative
approaches for delivering educational programs on family business management.
Translation - Indonesian TREN SAAT INI DAN ARAH MASA DEPAN DALAM STUDI BISNIS KELUARGA
MANAJEMEN: MENUJU TEORI PERUSAHAAN KELUARGA
White Paper ini, ditugaskan oleh Yayasan Coleman dan US Asosiasi
Usaha Kecil dan Kewirausahaan, memiliki tiga tujuan spesifik. Yang pertama adalah untuk
memberikan review pada kontribusi terpenting sehubungan dengan
kemajuan dalam pengembangan teori perusahaan keluarga. Yang kedua adalah untuk membahas arah terpenting bagi penelitian masa depan sehubungan dengan hasil akhir yang sama. Ketiga adalah untuk membuat sekumpulan rekomendasi pada pedagogi yang tepat bagi
manajemen bisnis kelurga melalui pengembangan dan arah ini.
Pembuka
Pandangan ekonomi kebanyakan negara masih didominasi oleh perusahaan-perusahaan keluarga (Heck &
Stafford, 2001; Klein, 2000; Morck & Yeung, 2003; Shanker & Astrachan, 1996). Oleh karena itu,
Adalah tepat bahwa akademisi sudah mulai menyadari pentingnya studi bisnis keluarga. Studi telah mengumpulkan momentum yang cukup, terutama dalam beberapa tahun terakhir. Studi
pendiri (misalnya, Kelly, Athanassiou, & Crittenden, 2000; Kenyon-Rouvinez, 2001; Sorenson,
2000), anggota generasi berikutnya (misalnya, Eckrich & Loughead, 1996; Goldberg, 1996;
Sharma & Irving, 2002; Stavrou, 1998), perempuan (misalnya, Cole, 1997; Dumas, 1998; Fitzgerald &
Muske, 2002; Poza & Messer, 2001), dan non-keluarga manajer (misalnya, Mitchell, Morse, & Sharma,
2003) telah meningkatkan pemahaman kita mengenai stakeholder individu kunci. Studi pada tingkat kelompok
telah menambah pengetahuan kita pada dua masalah yang paling meresap dalam bisnis keluarga:
konflik (misalnya, Boles, 1996; Drozdow, 1998; Habbershon & Astrachan, 1996; Kaye, 1996;
Kellermanns & Eddleston, 2002; Sorenson, 1999) dan pergantian jabatan (misalnya, Cadieux, Lorrain, &
Hugron, 2002; Davis & Harveston, 1998; Harveston, Davis, & Lynden, 1997; Miller, Steier, &
LeBreton-Miller, 2003; Morris, Williams, Allen, & Avila, 1997). Studi lain juga telah
memperluas wawasan kami di luar Amerika Serikat dengan memberikan perspektif bisnis keluarga
Situasi di Asia (Pistrui, Huang, Oksoy, Jing, & Welsch, 2001; Sharma & Rao, 2000) Eropa
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(Corbetta, 1995; Gallo, 1995; Klein, 2002; Welsch, Gerald, & Hoy, 1995), dan Amerika Selatan
(Curimbaba, 2002).
Baru-baru ini, gagasan bahwa keluarga merupakan variabel penting dalam studi perusahaan keluarga dan bahwa
inti dari hal ini adalah tentang memahami dampak timbal balik keluarga pada bisnis dan bisnis
pada keluarga telah mulai mengkristal dalam pikiran banyak sarjana (misalnya, Astrachan, 2003; Dyer,
2003; Habbershon, Williams, & MacMillan, 2003; Rogoff & Heck, 2003; Zahra, 2003). Maka muncullah model dasar yang luas dari bisnis keluarga berkelanjutan yang memperhitungkan hubungan timbal balik
antara keluarga dan sistem bisnis dalam upaya untuk mendorong perkembangan simultan
keluarga fungsional dan perusahaan yang menguntungkan (Stafford, Duncan, Denmark, & Winter,
1999). Sarjana lain telah mendukung penggunaan dari "perspektif ‘kelekatan’ keluarga" dengan memasukkan karak karakteristik dari sistem keluarga dalam studi penelitian (Aldrich & Cliff, 2003).
Menyadari bahwa keluarga dan bisnis terjalin dalam perusahaan keluarga, beberapa peneliti
menentukan kinerja perusahaan keluarga baik dari segi keluarga dan dimensi bisnis (Mitchell et
al, 2003.). Beberapa penelitian bahkan menunjukkan bahwa keberhasilan perusahaan keluarga lebih tergantung pada manajemen yang efektif dari tumpang tindih (overlap) antara keluarga dan bisnis dari pada sumber daya atau proses baik dalam
keluarga atau sistem bisnis (Olson, Zuiker, Denmark, Stafford, Heck, & Duncan, 2003).
Namun, masih banyak yang harus dilakukan. Dasar teoritis dan sistem dari
klasifikasi memerlukan banyak tambahan kemajuan. Misalnya, selalu ada kontroversi mengenai definisi bisnis keluarga.
Topik penelitian yang penting seperti peran manajer non-keluarga (Chua, Chrisman, & Sharma, 2002) tetap dipelajari dan
metodologi yang digunakan sering membuat generalisasi yang sulit.
Tujuan artikel ini adalah untuk mengambil sekumpulan kemajuan yang dicapai di lapangan setelah
penerbitan bibliografi beranotasi kami (Sharma, Chrisman, & Chua, 1996) dan survei artikel
3
(Sharma, Chrisman, & Chua, 1997) pada pertengahan 1990-an yang digunakan untuk manajemen strategi mendekati studi bisnis keluarga. Dengan tetap memegang tujuan dari Coleman Foundation dan US Asosiasi Usaha Kecil dan Kewirausahaan, yang menugaskan
White Paper ini, kami juga membahas arah yang harus diambil dalam penelitian serta memberikan pendekatan alternatif dalam memberikan program pendidikan mengenai manajemen bisnis keluarga.
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Translation education
Bachelor's degree - Satya Wacana School of Foreign Languages (STiBA) Satya Wacana
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Years of experience: 14. Registered at ProZ.com: Dec 2011.
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