METODOLOGÍA PARA MEDIR LA CALIDAD DE VIDA

The emerging contextual SPM factors in Case H highlights not only the first transition cycle from founder to successor but also the dilution of having a dual identity of Vietnamese / Australian and the movement towards a single Australian identity. The founder came to Australia at an early age and integrated into Australian society through both work and education. Although he did not complete tertiary studies he was drawn towards business and more particularly towards an emerging Vietnamese business type at the time (Nail Shops). This was not successful and the founder operated a delicatessen for a short time before moving into the café business. The founder established successful cafes in industrial areas where mainly Australian blue-collar workers would frequent. This required the founder to understand and integrate with Australian culture to build a strong business. Not only did the founder establish a successful business selling a selection of Vietnamese food (Pho, Vietnamese pork rolls and hot dishes) but he refined his business model to venture into other café locations. This may have been the catalyst for the founder (TN) to begin to disassociate himself with the Vietnamese community. This may have had some flow on effects to the non-alignment with Vietnamese culture and identity of his children. The children have completed or are completing tertiary education and the founder views this as a more important family aspect than ensuring that the family business remains successful even though it is the main source of family income.

The successor (JN) has completed a bachelor degree in Health Sciences and is contemplating expanding her tertiary qualifications whilst maintaining the family business. This may become too difficult to manage for the successor and in contrast to other successors would contemplate the possibility of engaging external management. This would ensure that the family business remains as a financial asset, continues to provide income for the founder and ensures that the business remains sustainable for the future. The founder was not readily accepting of external management but the successor is more progressive in business processes and this may be contributed to by generational differences, tertiary qualifications and cultural alignment with an Australian mindset. Case H identified two prominent relational factors that shaped the SPM process.

133 Firstly, the choice of successor was the daughter instead of either of her two brothers. The eldest brother had already made a career choice and was not interested in the FOB and the younger brother was still at school. The founder had actively encouraged his eldest son to explore his career options.

This was a significant divergence away from traditional Vietnamese culture of eldest son assuming the head of the family via the FOB. The successor (JN) also has other career options that she would like to pursue but at this time she is managing the FOB. The founder has actively encouraged his children to explore both careers in the FOB and also outside the FOB. Schroder and Schmitt – Rodermund (2013) suggest that parents should encourage the exploration of several career options so that the next generation can make decisions based on their personal career interests. As the successor was working in the family business from a younger age, she was able to develop relationships both internally and externally that would have assisted in the transition process. Fahed – Sreih and Djoundourian (2006) explain the need for two- way communication as an important factor for potential female successors to minimise cultural or tradition based opposition to their ascendancy. This also allows other employees to provide the successor with a well-rounded perception of the FOB, so they can make an informed decision on the desirability of succession (Vera and Dean 2005).

The other significant relational factor identified the divergence of the family away from the Vietnamese community and openly identify more with Australian culture. This was in the areas of language, community involvement and identity. The founder is not active in the Vietnamese community but employs other Vietnamese in preference to Australians due to a perceived work ethic.

His children do not speak Vietnamese and do not identify as Vietnamese, only as Australians. Non-alignment with Vietnamese culture allowed the founder to not place great importance for his eldest son to succeed him in the family business and allow his daughter to accept succession. The founder and the successor’s ability to relate strongly with Australian culture has been a success factor in the FOB. This has facilitated the building of strong customer and stakeholder relationships and acceptance of the founder’s daughter as the successor. Case H illustrated a transition process that was structured over a period of time (5 years) that allowed the successor to work both in the family business and outside in different employment. This allowed for the successor to make an informed decision as to whether or not to work in the FOB.

134 Landsberg (1983) notes that next generation family members make career decisions based on their experiences within the family business while Murphy and Lambrechts (2015) explain that the involvement of successors in the FOB from a young age creates a natural behaviour that shapes continuity of business process and transition within the FOB.

The transition process was facilitated by a strong family unit, identifying a successor who was willing to take over the FOB from the founder and the acceptance by other family members of the choice of successor. Greffeth et al (2006) described a successful transition when the choice of successor is a family member who is committed to the business and can build strong relationships with loyal non-family members such as employees and other external stakeholders. In Case H, the successor has been able to achieve this. The SPM factors identified in this case study may have provided a snapshot of future Vietnamese family business in Australia that will continue to evolve as generational change occurs.