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Der Mittelstand als Rückgrat der deutschen Wirtschaft steht vor einer kaum beachteten Herausforderung: dem Generationenwechsel auf den Chefsesseln. Demographischer Wandel und Alterung der heutigen Unternehmergeneration erhöhen die Anzahl angebotener Unternehmensübergaben. Aufgrund einer nach wie vor immer weniger werdenden Anzahl an Existenzgründungen kann dieses Angebot mangels Nachfrage immer schwieriger gedeckt werden. Das Problem hierbei ist: Scheitert der Generationenwechsel, erodiert das Erfolgsmodell Mittelstand. Das Buch liefert allen Interessierten einen Einblick dahingehend, was ein Unternehmer selbst tun kann, damit seine eigene Betriebsübergabe erfolgreich (nicht) scheitert. Der Inhalt Generationenwechsel im Mittelstand Relevanz der Unternehmensnachfolge Was kann ein Unternehmer tun, damit die Betriebsübergabe scheitert Was sollte ein Unternehmer tun, damit der Generationenwechsel erfolgreich wird Die Zielgruppen Unternehmensinhaber und Geschäftsführer, Manager aus dem Mittelstand Fachexperten aus Wirtschaft, Wissenschaft und Politik Studierende Der Autor Dr. Sascha Genders, LL.M. Eur., ist promovierter Volkswirt und Magister des Europäischen Rechts. Er ist stellvertretender Hauptgeschäftsführer der IHK Würzburg-Schweinfurt, zudem als Hochschuldozent aktiv sowie Autor und Herausgeber erfolgreicher Sach- und Fachbücher. Als Experte mit Erfahrung in der Beratung für Unternehmensnachfolge, Existenzgründung und Start-ups verfügt er über umfangreiches Praxiswissen im Thema Generationenwechsel.

Strategic planning. --- Leadership. --- Management. --- Family-owned business enterprises. --- Business Strategy and Leadership. --- Family Business.

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Family-owned business enterprises --- Business enterprises, Family-owned --- Family business --- Family businesses --- Family enterprises --- Family firms --- Business enterprises

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Family Firms (FFs) form the majority of all firms around the world and they account for an enormous percentage of the employment, the revenue, and the GDP of most capitalist countries. While MNCs have long been thought of as the main contributors to international business, it is now recognised that a substantial number of family firms are active in the international arena. This handbook focuses on the features which make family firm internationalization unique. Chapters provide FF specific theories and cover the process of FF internationalization. It examines the role of network ties and provides an insight into the development of family firms that have grown into big multinationals. Importantly this Handbook equips you with a better understanding of specific features of family firms as they internationalize from or to Asian or emerging markets. Family firms offer a fruitful context to study internationalization through a process perspective, therefore this Handbook is an invaluable source of knowledge for students, scholars and policy makers in the areas of family business, entrepreneurship and internationalization.

Family-owned business enterprises. --- Business enterprises, Family-owned --- Family business --- Family businesses --- Family enterprises --- Family firms --- Business enterprises

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Family-owned business enterprises --- History. --- Latin America --- Economic conditions. --- Business enterprises, Family-owned --- Family business --- Family businesses --- Family enterprises --- Family firms --- Business enterprises

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In recent decades, we have seen the rise of family philanthropy in response to current social and societal challenges. We know that philanthropic family foundations are getting more organized and professionalized, but the subject remains little explored by academics, particularly in the Belgian context which is known for its discretion. Furthermore, if family philanthropy is passed down from generation to generation, there is no literature about the Belgian next generation of these wealthy entrepreneurial families, called the “Next Gen”.
The objective of this research is to understand the motivations of the Belgian Next Gen to engage in their family philanthropy. The reason for our interest in this issue is that the authors who have studied this generation have identified major differences between these young people and their predecessors and predict potential changes in family philanthropy. We conducted this research to reveal what we believe is the source of these changes: the reasons that drive this generation for their family philanthropy. We also looked at the contextual elements that may have influenced their motivations and their impact.
The authors who wrote about this generation show that the Next Gen wants to respect the philanthropic family legacy because it transmitted them strong values such as "give back to society", but they also reveal that their personal values prevail in their approach. On the other hand, the authors characterize this generation as the first to put the creation of social and societal change as priorities in their philanthropic choices. This tension between innovation and respect for family legacy may affect the future of philanthropy.
As, today, only a few reports in the practitioner literature provide information on this subject, and this mainly on the American Next Gen, we decided to compare these data with those of the Belgian situation. To do so, firstly, this paper provides an overview of what is family philanthropy and its evolution. Then, it introduces the concept of the “Next Gen” and their characteristics before listing their motivations for engaging in family philanthropy according to the eight mechanisms of Bekkers & Wiepking (2011). Secondly, we conducted a qualitative study by interviewing ten Next Gen from five Belgian family businesses involved in the philanthropic structure of their family.

Entrepreneurial families, Family business, Family foundation, Family legacy, Family philanthropy, Motivations, Next Gen --- Sciences économiques & de gestion > Domaines particuliers de l'économie (santé, travail, transport...)