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Guest editorial: Family business in tourism and hospitality

Guest editorial: Family business in tourism and hospitality Guest editorial Guest editorial: Family business in tourism and hospitality Introduction In the tourism and hospitality industry (THI), most enterprises are characterized by small size and family ownership (Getz and Carlsen, 2000, 2005; Cunningham and Seaman, 2022; Valeri, 2022; Valeri and Katsoni, 2021). Between the family and the firm, an exclusive entrepreneurial culture develops (Astrachan, 2003; Peters and Kallmuenzer, 2018), potentially making transgenerational entrepreneurship the main economic engine in the tourism industry (Puzi and Ismail, 2017). Influenced by the family conflicts, local culture and commercial interests, the management of this type of business involving family members has become increasingly more complex over the years (Ismail et al., 2019). This highlights that the development of a family business (FB) is influenced by three factors: the family, property and the business system adopted (Gersick et al., 1997; Peters and Buhalis, 2004). These characteristics of FB are connected to the family’s life stage and its culture. Human, social and financial capital represent the natural resources owned by the FB (Ireland et al., 2003). The exploitation of resources in the FB approach is different from that in the non-family business (NFB) approach (Sirmon and Hitt, 2003). These exclusive resources reflect the fact that http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Family Business Management Emerald Publishing

Guest editorial: Family business in tourism and hospitality

Valeri, Marco
Journal of Family Business Management , Volume 12 (3): 10 – Nov 29, 2022
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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
2043-6238
DOI
10.1108/jfbm-09-2022-158
Publisher site
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Abstract

Guest editorial Guest editorial: Family business in tourism and hospitality Introduction In the tourism and hospitality industry (THI), most enterprises are characterized by small size and family ownership (Getz and Carlsen, 2000, 2005; Cunningham and Seaman, 2022; Valeri, 2022; Valeri and Katsoni, 2021). Between the family and the firm, an exclusive entrepreneurial culture develops (Astrachan, 2003; Peters and Kallmuenzer, 2018), potentially making transgenerational entrepreneurship the main economic engine in the tourism industry (Puzi and Ismail, 2017). Influenced by the family conflicts, local culture and commercial interests, the management of this type of business involving family members has become increasingly more complex over the years (Ismail et al., 2019). This highlights that the development of a family business (FB) is influenced by three factors: the family, property and the business system adopted (Gersick et al., 1997; Peters and Buhalis, 2004). These characteristics of FB are connected to the family’s life stage and its culture. Human, social and financial capital represent the natural resources owned by the FB (Ireland et al., 2003). The exploitation of resources in the FB approach is different from that in the non-family business (NFB) approach (Sirmon and Hitt, 2003). These exclusive resources reflect the fact that

Journal

Journal of Family Business Management – Emerald Publishing

Published: Nov 29, 2022

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