Asian Family Business Case Studies

Kaber Ali, the second-generation successor of NGB, had returned home to Bangladesh upon completing his undergraduate studies at Taylor's University, Malaysia, in March 2020. With the plan to take over his father, Jaber, by the end of 2020, he joined as a full-time director in May 2020, working alongside his father. The intention for succession and the complexity of the business and operations led to restructuring of NGB to ensure smooth succession. The father and son worked closely in restructuring the business, while going through the COVID-19 pandemic and departure of several of Jaber's cousins. Despite the challenges faced during the COVID-19 pandemic, Kaber strived to upkeep the family value by ensuring all employees were still receiving their wages, especially the garment factory workers, despite temporary closure of factories without profit. Jaber also ensured that no layoff occurred during restructuring of the business. Following his father's step in helping the needy communities, Kaber had also started his own social work with fundraising. Kaber was looking forward to take over the business fully, while anticipating possible changes to the family dynamics when the family had found him a bride and possible return of his uncles to the business.

The Golden Nugget is a family business that serves authentic Chinese cuisine in Gothenburg, Sweden. It was founded by a couple from Hong Kong, China, Alan Chan and Sandra Ng in 1957. This case is based on the succession issue facing Brian, the second-generation owner-manager of The Golden Nugget. Despite Brian's efforts to expose his children, niece and nephew to the business, he realised that none of the third generations showed an interest in taking over the family business. Upon discussion, Brian found three reasons (1) own goals and desires vs family conflict, (2) fear of sacrificing their freedom and (3) lack of work–life balance.

This case study aims to investigate and evaluate the operational aspects of a family-owned and managed business in Bangladesh while addressing challenges such as professionalisation, succession planning and innovation. Within this case study, the authors have examined the significance of the Tru Group's journey as a family business, highlighting their transition from a traditional management approach to a modern corporate system. This transformation has had a positive influence on the company's goals and trajectory. Furthermore, the study delves into the decision-making processes and power dynamics among family members within the organisation.

This case is based on a family business in the retail industry located in various cities in Malaysia. Celebrating its 33rd anniversary in 2023, the company was officially established by Tan Lee Hong in 1990, who later invited his brothers and sisters to join the business, making it a family business. Tan Lee Hong started the stationary store business because he was determined to provide his family a better life. Similar to most family businesses, there were challenges that the CEO needed to cope with in addressing family and business. In addition, during the COVID-19 pandemic, all the stores were temporarily closed which affected the performance of the business, and they had to come up with a solution to overcome the situation.

The case study focuses on resolving family conflict in a family business in Malaysia. The issue of immigration and disagreement over emotional attachment projects reservations raised at family meeting. The case study analyses how key management teams approach issues through the decision-making process and resolve conflicts in family meetings. However, family businesses need to ensure open discussions and clear conflict resolution strategies to balance family ambitions with company goals.

This case involves a family-owned business that dealt with industrial tools and equipment and was experiencing strife between the first and second generations. The family firm was founded by two brothers, who later named their children to oversee the managerial side of the enterprise. The case serves as an example of how a family business can achieve new levels of success by adopting the appropriate tactics and carrying them out effectively among family members. The case also illustrates the need of succession planning in family businesses, involving the second generation, is regarded as a strategic move that will change the game. But a poorly executed or overly simple succession plan might also be problematic. Besides, the case also exemplifies miscommunication in family relationships, as seen in the argument between the uncle and nephew and its effects on business. Nevertheless, the issues must be resolved in order for the family business to proceed towards digitisation.

This case concerns a family business in relation to renewable energy, property investment, construction services, civil engineering and mechanical and electrical engineering services. The family business was established by two founders who have subsequently appointed their children to handle the management side of the company. The case illustrates the importance of grooming founders' children with technical knowledge and skills in relation to the business area of specialisation. The case also reflects that an autocratic style of management by the founder can form a fragile organisation. When the founder becomes ill, trouble looms as everyone becomes lost when it comes to business direction particularly in times of unprecedented pandemic. This case shows what can happen when there is lack of communication, reasoning and succession planning can do to a family business.

Taking the element of saving face into account, this chapter uses LJN Resources as an example, specifically the communication pattern between the manager, Mr John (Gen Y category), and the founder, Mr Lim (Baby Boomers category), in which the son-in-law and father-in-law relationship complicates the communication dynamics. Communication exchange in the western versus eastern society is explained. Utilising lifespan development perspective as the framework, communication among employees of different ages in family business is examined, particularly those at the establishment stage versus maintenance stage. Application of two models of communication in choice theory, namely (a) caring habits replacing deadly habits and (b) circle of strength replacing triangle of pain, is being discussed.

The case study focuses on succession planning in a family business in Indonesia. The case highlights the company's communication barrier and points to the need for proper on-the-job training for employees and regular performance reviews to ensure employees remain motivated and focused on the business. Although Sabrina's family can overcome all the challenges in the family business, they strengthen the relationship between family members and employees who are always motivated and committed to the success of the business. Nevertheless, the family business needs to ensure innovation and business diversification to keep up with market trends and achieve business continuity.

After the dilemma at the crossroad of selling the family business and retire or take over from the shareholders in 2005, Andy Makmur was again thinking about his retirement in 2011. Now 70 years old, he was over the average retirement age and still commuting between Indonesia and Singapore for business operations and family. Glopac Chemical had been gradually improving financially since the takeover in 2005, with the help of Andy's two offsprings, John and Victoria. The joint force of John looking after the business development and Victoria on management control systems was a perfect combination in turning Glopac Chemical from making loss to profiting. However, recent developments had led to misunderstanding between John and Victoria, where they were on non-talking terms except communicating on work matters. This was a major headache for Andy, as he couldn't leave his life time's work to his offsprings who would not talk to each other.

Paul and Sandra are the founders of Basooh Coin Laundry Sdn Bhd. It is an authorised distributor from Gem laundry system world No.1 in commercial laundry manufactured and laundry equipment (a famous coin self-service laundry) in Malaysia. The case study is about John Sooh and Tasha, the founders of Basooh Coin Laundry Sdn Bhd. John established his coin laundry business after several failed businesses. The idea of a coin laundry business was from his wife, Tasha, who thought about the idea on the day their second son was born. This case highlights the dilemma John faced in the hopes to expand his business. His ultimate goal is to head into the digitalisation world where the main focus is to cultivate innovation in their business to improve their customer service. However, John has trouble getting suitable investors on board to date.

This case involves a traditional coffee shop that is family-owned and was experiencing problems with succession planning. The family business was started by the grandparents, who later named their son to run it. The third generation is now preparing to take over. The case serves as an example of family disputes, especially those involving siblings, are the most destructive to the peace of the family and can endanger the survival of the business. The case also illustrates a crucial stage for a family business which might lead to conflict when the founders hand authority over to the following generation. Lastly, the case also demonstrates that owners must carefully plan for succession in order to ensure that the administration of the business is in capable hands when they retire. The success of businesses depends on succession planning, particularly if the business wants to ensure that its performance will either stay the same or improve.