| 授業名 | Entrepreneurship and Family Business |
|---|---|
| Course Title | Entrepreneurship and Family Business |
| 担当教員 Instructor Name | Francisco L. Roman |
| コード Couse Code | GLP205_G20N |
| 授業形態 Class Type | 講義 Regular course |
| 単位 Credits | 2 |
| 言語 Language | EN |
| 学位 Degree | MSc in Management |
| 開講情報 Terms / Location | 2020 GSM Nagoya Fall |
授業の概要 Course Overview
Misson Statementとの関係性 / Connection to our Mission Statement
授業の目的（意義） / Importance of this course
All family firms begin as enterprises. But not all owner-founder-entrepreneurial firms become family firms. This course will analyze the problems and opportunities for entrepreneurship IN or BY family firms.
The course will focus on concepts and frameworks that intersect or overlap between the two themes of entrepreneurship and family firms, emphasizing their INTERNAL dynamics—the external environment is still characterized by VUCA due to COVID. For example, the characteristics of the owner-founder entrepreneur must be carried on by the family business across generations given issues such as succession, governance and professionalism of the family business.
Entrepreneurship is a key legacy for the family business and is essential in both the internal organization of the business. Family firms, particularly the larger diversified conglomerates, are a dominant presence in Asia and in other parts of the business world. A manager might be part of a family business, work under a family-controlled firm, or deal with one. The class will also discuss self-awareness tests that are applicable in both the personal and professional levels.
In conclusion, the course overview is to offer insights on the dynamics and culture of Asian family businesses with respect to entrepreneurial issues of opportunity seeking and growth. The course objective is to assist students in answering two questions: Do I have the capability to become an entrepreneur and would I want to work in a family business—either as a family member or as a non-family professional manager
The course will focus on concepts and frameworks that intersect or overlap between the two themes of entrepreneurship and family firms, emphasizing their INTERNAL dynamics—the external environment is still characterized by VUCA due to COVID. For example, the characteristics of the owner-founder entrepreneur must be carried on by the family business across generations given issues such as succession, governance and professionalism of the family business.
Entrepreneurship is a key legacy for the family business and is essential in both the internal organization of the business. Family firms, particularly the larger diversified conglomerates, are a dominant presence in Asia and in other parts of the business world. A manager might be part of a family business, work under a family-controlled firm, or deal with one. The class will also discuss self-awareness tests that are applicable in both the personal and professional levels.
In conclusion, the course overview is to offer insights on the dynamics and culture of Asian family businesses with respect to entrepreneurial issues of opportunity seeking and growth. The course objective is to assist students in answering two questions: Do I have the capability to become an entrepreneur and would I want to work in a family business—either as a family member or as a non-family professional manager
到達目標 / Achievement Goal
本授業の該当ラーニングゴール Learning Goals
*本学の教育ミッションを具現化する形で設定されています。
LG1 Critical Thinking
LG2 Diversity Awareness
LG4 Effective Communication
LG7 Global Perspective (GLP)
LG2 Diversity Awareness
LG4 Effective Communication
LG7 Global Perspective (GLP)
受講後得られる具体的スキルや知識 Learning Outcomes
Learning Outcomes
The Learning Outcomes are consistent with the Learning Goals, as follows:
1. Critical Thinking: Students will be able to appreciate the role of
entrepreneurship in the success of family firm management.
2. Diversity Awareness: Students will be able to understand the differences
and similarities across family businesses companies in different countries
(and cultures).
3. Global Perspective: Students will be able to determine how family firms
function in the Asian environment
4. Effective Communication: Students will be able to assess issues that
preclude effective problem solving and decision making particularly in
family firms.
The Learning Outcomes are consistent with the Learning Goals, as follows:
1. Critical Thinking: Students will be able to appreciate the role of
entrepreneurship in the success of family firm management.
2. Diversity Awareness: Students will be able to understand the differences
and similarities across family businesses companies in different countries
(and cultures).
3. Global Perspective: Students will be able to determine how family firms
function in the Asian environment
4. Effective Communication: Students will be able to assess issues that
preclude effective problem solving and decision making particularly in
family firms.
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 50 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 35 % |
| フィールドメソッド Field Method | 15 % | 合計 Total | 100 % |
事前学修と事後学修の内容、レポート、課題に対するフィードバック方法 Pre- and Post-Course Learning, Report, Feedback methods
Traditional (PPT lectures) 20%
Case Discussion 35%
Self-Inventory/Assessment 15%
Quizzes / Tests 30%
Total 100%
Note that the course content combines four methodologies—several PPT presentations and six cases for class discussion, four self-assessments, and three written quizzes using short cases.
Course Approach, Reports, Feedback Methods
1) Focus on the PowerPoint presentations and the cases. The PPTs provide the frameworks and issues. The cases will cover issues in Asian countries.
2) In lieu of one (long= 24 pages) final case exam =30% of the total grade, there will be two short (4 page) cases as written quizzes worth 15% each. The two quizzes will be submitted electronically—one will occur on Wednesday and the second on Friday that will be incorporated into the total final grade.
3) The two e-book reference readings are provided for free as supplementary background information relevant to the class discussions, to be briefly covered in the class.
4) Students will be placed into breakout groups via Zoom. There will be no group preparation but students will occasionally be called in their groups.
5) Finally, since the students may not be entrepreneurs or work in family firms, there are self-administered tests to develop increased awareness among the students.
Case Discussion 35%
Self-Inventory/Assessment 15%
Quizzes / Tests 30%
Total 100%
Note that the course content combines four methodologies—several PPT presentations and six cases for class discussion, four self-assessments, and three written quizzes using short cases.
Course Approach, Reports, Feedback Methods
1) Focus on the PowerPoint presentations and the cases. The PPTs provide the frameworks and issues. The cases will cover issues in Asian countries.
2) In lieu of one (long= 24 pages) final case exam =30% of the total grade, there will be two short (4 page) cases as written quizzes worth 15% each. The two quizzes will be submitted electronically—one will occur on Wednesday and the second on Friday that will be incorporated into the total final grade.
3) The two e-book reference readings are provided for free as supplementary background information relevant to the class discussions, to be briefly covered in the class.
4) Students will be placed into breakout groups via Zoom. There will be no group preparation but students will occasionally be called in their groups.
5) Finally, since the students may not be entrepreneurs or work in family firms, there are self-administered tests to develop increased awareness among the students.
授業スケジュール Course Schedule
第1日（Day1）
TUESDAY:We will introduce the course with overviews of Entrepreneurship and Family Firms and discussions through PPT presentations and Self-Inventory/Self-Assessment.
SESSION 1
1100-1200 Course Intro & Overview of Entrepreneurship (PPT: Babson & AIM frameworks)
1200-1300 Self-Assessment Questionnaire on Entrepreneurship
SESSION 2
1350-1450 Overview of Family Firms (PPT with HBS & AIM frameworks)
1450-1550 Self-Assessment Questionnaire on Family Firms
SESSION 3
1600-1700 PPT on McKinsey’s Perspective on Growth of Enterprises & Family Firms
1700-1750 HBS Case: THE ONG GROUP (HK) on Sustaining entrepreneurship and the next generation of the family firm
第2日（Day2）
WEDNESDAY:Two of the three sessions will focus on Japan, followed by the first written quiz.
SESSION 1
1100-1200 Framework on Japanese Family Firms and Longevity
1200-1300 Case on Sanwa Shurui Co., Ltd. 1
SESSION 2
1350-1450 Japanese Family Business and Entrepreneurship
1450-1550 Case on Sanwa Shurui Co., Ltd. 2
SESSION 3
1540-1740 HBS Case: Ex-CEO Coup (Indonesia)
Case QUIZ #1 No requirement of a minimum or maximum number of pages.
第3日（Day3）
THURSDAY:The PPTs cover the overlap between entrepreneurship and family firms and the key success factors. The third session on Governance completes the family firm frameworks.
SESSION 1
1100-1200 Case: Problems with Paul in AASC (Philippines)
1200-1300 Self-Test on Communications (Anger & Listening)
SESSION 2
1350-1450 Case: RPU (Indonesia)
1450-1540 PPT: Review on S & P plus class Q&A
SESSION 3
1600-1700 PPT on Governance in Family Firms
1700-1740 PPT on Birth Order & Family Life Cycles
第4日（Day4）
FRIDAY:The overall theme—including Quiz #2, is on globalization and growth by large family firms, plus a wrap-up of factors to consider. The second theme covers the importance of a specific country’s culture on family firm behavior and dynamics.
SESSION 1
1100-1200 GOJEK 2020
1200-1300 Case: The Hanjin Group (Korea)
SESSION 2
1350-1450 Case: TATA & TAJ (India) & Tata Taj (Video)
1450-1540 Growing Pains (PPT)
Growing Pains SELF-TEST
SESSION 3
1540-17:40 HBS Case: From Regional to Global (China & France)
Case QUIZ #2 No requirement of a minimum or maximum number of pages.
成績評価方法 Evaluation Criteria
*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
Class Participation Cases 50%
Class Participation PPTs 20%
Case Exam (Quiz #1) 15%
Final Exam (Quiz #2) 15%
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
| 講師用内規準拠 Method of Assessment | Weights |
|---|---|
| コールドコール Cold Call | 0 % |
| 授業内での挙手発言 Class Contribution | 70 % |
| クラス貢献度合計 Class Contribution Total | 70 % |
| 予習レポート Preparation Report | 0 % |
| 小テスト Quizzes / Tests | 15 % |
| シミュレーション成績 Simulation | 0 % |
| ケース試験 Case Exam | 15 % |
| 最終レポート Final Report | 0 % |
| 期末試験 Final Exam | 0 % |
| 参加者による相互評価 Peer Assessment | 0 % |
| 合計 Total | 100 % |
評価の留意事項 Notes on Evaluation Criteria
Method of Assessment WeightsClass Participation Cases 50%
Class Participation PPTs 20%
Case Exam (Quiz #1) 15%
Final Exam (Quiz #2) 15%
教科書 Textbook
- Jacinto C. Gavino「Family corporations in transition 」Asian Institute of Management（2001）
- Ma. Virginia ; Francisco L. Roman & Grace S. Ugut Quintos-Gonzales「Asian Family Corporations: Governance in the 21st Century」（）
参考文献・資料 Additional Readings and Resource
-
授業調査に対するコメント Comment on Course Evaluation
-
担当教員のプロフィール About the Instructor
Profile of FRANCISCO ROMAN
Professor Francisco L. Roman has been associated with AIM since 1970. He was Head of the Research and Publications at AIM and Executive Director for AIM’s Corporate Social Responsibility (CSR) and Corporate Governance (CG) Center and Associate Dean for the AIM Center for Entrepreneurship. Prof. Roman teaches CSR and CG, Family Firms Management, Asian Business Systems and Strategy, Competitiveness and Cluster Development, and SME Entrepreneurship.
Prof. Roman has been engaged in teaching and consulting since 1970 not only in the Philippines but also in Malaysia, Singapore, China, India, and Bhutan with two years on-site stints in Indonesia as Academic Coordinator for the Salim Group and as Chief-of-Party for a USAID competitiveness project in the countries comprising Greater Mekong Sub-Region.
His work experience covers three areas and industries: (1) agribusiness industries, such as sugar, coconut and palm oil plantations and high value products such as fruit and nut exports and aquaculture sea-foods; (2) family firms and entrepreneurship in real estate and construction, banking, fast moving consumer goods and bread and bakery products, (3) capacity-building for entrepreneurs in the Mekong Region, and (4) responsibility and governance in industrial estates and low-cost housing projects, schools and universities, power plants and mining firms.
With respect to research, since 1968, Professor Roman has written and/or supervised over 570 cases, working papers and notes on a wide range of functions. Prof. Roman was a co-author in five books, He contributed chapters to two books on CSR and CG in the Philippines, and two in social development and entrepreneurship, and recently co-authored three journal publications on CSR and reciprocity.
Specialized Fields
Family Firm Structure and Dynamics, International Business, Enrepreneurship
Academic Background
DBA International Business and Agribusiness (Harvard Business School, USA)
MA Economics (East-West Center Hawaii)
MBA (Ateneo de Manila Universty (Philippines)
Refereed Articles
- (2019) Youth Perception of Corporate Social Responsibility: Does Concern About Social Impact Convert to Consumption?. International Journal of Asian Business and Information Management 10(1): 1947-9638
- (2017) David Chen at PT Ijutsu. Asian Case Research Journal 21(1): 0218-9275