Emergence of Familiness and Family Owned Business Performance: The Case of Myanmar

Thisarticleexplorestheconceptoffamilinessinfamily-ownedbusinesses(FOBs),identifyinghow familiesgeneratetheirownresourcesforbusinessperformance.Applyingtheresource-basedview,the authorsexaminedsevenMyanmarbusinesses.Findingsrevealedthattwofactorsinfluencefamilinessin MyanmarFOB:familyunityandinternalgovernancesystems,whichcanbesubdividedintotraditional andcollectivesystems.Moreover,evaluationrevealedthatFOB’sbusinessperformancewasaffected bydifferentfamilyattitudes.Acombinationoffamilyunityandatraditionalinternalgovernance systemwasconducive tocontrolling the internalbusinesscapabilities,whereascreatingexternal opportunitieswereconsideredmoreeffectiveforacombinationoffamilyunityandacollectiveinternal governancesystem.Findingssuggestthatfamilinessemergesthroughembeddedfamilyresources thatincorporatesasenseofawarenesswithabilitiesforbusinessadvantages.Theseempiricalresults canprovideinsightsandinputsthatcanhelpsmallandmedium-sizedFOBssafeguardtheirfuture. KEywORdS Familiness, Family Owned Business, Family Unity, Internal Governance System, Traditional Governance System

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