Growth of Chinese family enterprises in Singapore Lee, Jean.
By: Lee, Jean
Material type:
ArticlePublisher: 2001Description: 49 - 74
In:
Family Business ReviewSummary: Local Chinese family enterprises (CFEs) are an integral part of Singapore's economy. The objective of this study is to understand the growth and development of CFEs. The study looks at case studies of eight CFEs that are listed on the Stock Exchange of Singapore. In-depth interviews and documentary analyses are used as research instruments. The research uncovers several interesting findings. For example, CFEs experience four stages of development in a process that leads to public listing: Start-Up, Survival, Stability, and Success. The study uses McKinney's seven S factors of Structure, Strategy, System, Staff, Skill, Style (leadership), and Shared Values to examine the characteristics of each stage. It is found that each stage is dominated by one or two distinct S factors that propel the growth of the firm. There is a significant difference in terms of the roles the S factors play, the forms of the S factor, as well as the dominant S factor of each stage. The findings of the study are significant to CFE owners, entrepreneurs, and educators of cross-cultural management.
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Ahmedabad (HO) | (Browse shelf) | Vol. 14, Issue. 1 | Available | 020117 |
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Local Chinese family enterprises (CFEs) are an integral part of Singapore's economy. The objective of this study is to understand the growth and development of CFEs. The study looks at case studies of eight CFEs that are listed on the Stock Exchange of Singapore. In-depth interviews and documentary analyses are used as research instruments. The research uncovers several interesting findings. For example, CFEs experience four stages of development in a process that leads to public listing: Start-Up, Survival, Stability, and Success. The study uses McKinney's seven S factors of Structure, Strategy, System, Staff, Skill, Style (leadership), and Shared Values to examine the characteristics of each stage. It is found that each stage is dominated by one or two distinct S factors that propel the growth of the firm. There is a significant difference in terms of the roles the S factors play, the forms of the S factor, as well as the dominant S factor of each stage. The findings of the study are significant to CFE owners, entrepreneurs, and educators of cross-cultural management.
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