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Specifics of Czech Family Firms, their Influence on Business Performance and Value Creation
Srbová, Pavla ; Knápková, Adriana (referee) ; Koráb, Vojtěch (referee) ; Rydvalová, Petra (referee) ; Režňáková, Mária (advisor)
Many family business owners in the Czech Republic currently deal with the first generational exchange. Thus, they are faced with what might be the value of their company. The research is focused on Czech family businesses and their specifics. The objective of the thesis is to describe Czech family business specifics and to determine their relevance to family business performance and value creation. In the theoretical part of the thesis the definition of family business is presented, and the specificity of family businesses is described. The specifics are categorised into three sections: control of the family business; long-term sustainability of family business; social responsibility of family business owners and family relationships. Sustainability is a long-term priority in family-run business. Also, the family control of the business, both ownership and managerial, is important to keep long-term sustainable business in the family. Furthermore, establishing and maintaining good relations with family members, employees and the company's environment (e.g. supporting socially beneficial activities) is core for a successful company. Based on the literature review, a three-factor model of family business specifics was designed. The model was further verified on the data obtained from the questionnaire survey. In the next section, the theoretical part focuses on approaches used to measure the performance and value of the family business. It summarises performance indicators and presents a method for business value estimation, considering family business specifics. The analytical section of the thesis presents the Czech family business (MSMEs) specifics. Compared to foreign research findings: the analysed businesses have a shorter history; mostly do not plan in long-term; owners are often more willing to accept non-family investors; and family members are not commonly preferred when hiring employees. Although owners do not draw up strategic plans, they have long term goals and want to pass the business on to their children. Next, the study examined the relation of these specifics and the performance, and value creation ability of the family business. The proposed factor of familiness representing social responsibility and family relationships was found to affect business performance and the ability to create value for their owners.
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