Рольова ідентифікація засновника сімейного бізнесу

Abstract

The article considers the role and place of the family business as an effective form of entrepreneurship in the global economy. Identify and analyze the main roles of the founder of the family business in a market economy with the prospects of using the results of research in the Ukrainian business environment. It is determined that the founder of a family company can simultaneously play several strategic roles in the development of the family and business: solely the owner; owner / manager of the highest level; owner / member of the family; owner / family member / top-level manager; owner / member of the board of directors; owner / member of the family / member of the board of directors; owner / member of the family 61 / member of the board of directors / top management. The main positive and negative components of the entrepreneur-owner's activity are summarized. Identifying the roles of the founder of family business indicates that the main ones are: owner, manager and family member. Founders-managers usually have intuitive, emotional, personal and charismatic management style, while professional managers are characterized by a more analytical and rational decision-making approach and demonstrate a more impersonal management style. In addition, founders are more likely to risk and pursue non-economic goals than professional managers who tend to be more cautious and in need of support because they do not have proprietary authority. It is also possible to distinguish five key competencies of the necessary founder of family business in two main components of the dichotomy: financial competence; competence in human resources management; business management competencies that all belong to managerial skills plus innovative competencies and competencies in the marketing field, which belong to the category of entrepreneurial competencies. Role identification seems to be a major issue for first-generation business people. From their point of view, the original model of the three-circle that represents the family, property and management to which they belong, and if they do not become members of this system in the future, they will not feel selfsufficient and may not know, how to behave in such a transformation of the role, seeking balance. It is usually recommended that such family members find a replacement for their activities, for example, becoming counselors to handle role change, and for some family members, these new challenges can be found in the family dimension. Thus, the effectiveness of the functioning of a family business will depend on how the role regulation will take place. Prospects for further research: Relational rationality of the stage Controlling owner; the effect of synergy between the current and future activities of family firms; the impact of successions on the continuity of family business; the dichotomy of the competencies of the founder of the family company.