Dr. Peter Jaskiewicz

Video

Video

Base

Full Name

Dr. Peter Jaskiewicz

Academic Profile

Summary

Understanding the costs and benefits for family owned businesses of using external managers as opposed to being managed by family members

Long description

Peter Jaskiewicz conducts quantitative and qualitative research on entrepreneurship and family business. His current research focuses on antecedents of transgenerational entrepreneurship and corporate reputation in family and founder firms. Moreover, Peter researches organizational outcomes of entrepreneurial legacies, managerial pay dispersion, and family dynamics in these firms.

Peter’s research has been published in journals such as Journal of Management StudiesJournal of ManagementJournal of Business VenturingAcademy of Management Learning & EducationEntrepreneurship Theory and PracticeFamily Business ReviewJournal of Small Business Management, and Journal of Business Research.

In his teaching, Peter shares up-to-date knowledge on entrepreneurship, family business and corporate governance with Bachelor, Master, and PhD students. Peter also organized an annual MBA Summer School on “Leadership in Europe” (2006-2008) and led an annual Study Tour on “Governance, Entrepreneurship and Family Business” (2009-2013) in Europe.

Beyond research and teaching, Peter has successfully helped to fundraise more than $950,000 as the principal investigator or as a co-investigator of research proposals and grants.

He is currently a review board member at Entrepreneurship Theory and Practice, Corporate Governance: An International Review, and Family Business Review. In addition to these academic positions, Peter is an Advisory Board member at Venture for Canada (http://www.ventureforcanada.ca).

Type of institution

University

Address

University of Ottawa, Laurier Avenue East, Ottawa, ON, Canada

Institution

University of Ottawa

Website

http://www.telfer.uottawa.ca/en/directory/professors-by-area-of-expertise/entrepreneurship-a-innovation/jaskiewicz-peter

Industry

Management of companies and enterprises

Management of companies and enterprises

Video Transcript

Transcription

Transcript (English)

Introduce your team

Hi, my name is Peter Jaskiewicz, I’m a faculty member at the Telfer School of Management at the University of Ottawa and I’m an University Research Chair in Enduring Entrepreneurship.

Describe your research

I’m interested in family business because I come from a business family. A family member of mine very successfully started several music stores and added a chain of music schools on top of that. However, when he passed away his businesses were liquidated very rapidly and all family non-family members across several countries lost their jobs. This tragic incident very much fostered my interest in family business research.

Family businesses are very relevant in general. Seventy-five percent of all firms in the world are family businesses and they contribute more than 50 percent to both GDP and employment. From the small mom-and-pop store around the corner to large corporations such as VW, Walmart, IKEA or Bombardier, you’re surrounded by family firms.

Despite their prevalence only 30 percent of family firms survive to the second and only about twelve percent survive to the third generation this warrants a question, why?
In this study, we decided to analyze the effect of the desire to pass on the business to the next generation on family firm performance. So is it good or bad to desire to pass on the business to the next generation? Well there are two perspectives on that question.

The first one is that it’s a very good thing because it implies that the current owners adopt a long term perspective with the desire to make good investments over time so that the business is in good shape when they desire to pass it on to the kids in 20 or 25 years.

However, there’s also the counter perspective, and it says that it’s a bad thing to desire to pass on the business to family members because you are always biased towards your family. Aren’t your kids the smartest, best looking and most promising of course that’s part of our evolution.

We are deeply emotionally attached to our children and desire to create as many opportunities as possible for them. So applied to the family firm context what does that mean. Well it means that if you hire your children as managers do you do so because they’re the most competent and the best able to run the company; or do you hire them because you simply want to pass on the business to them.

Well our research shows that if you have a strong desire to pass on the business to your children and you have a lot of family managers that hurts the performance. However, the same desire to pass on the business to the next generation coupled with a managerial team consisting of many non-family managers is actually good for the performance.

Explain its significance

So our advice for family business owners: the desire to pass on the business to the next generation is not a bad thing as long as it comes with a team of non-family managers if you do so you will have a better chance of successfully growing and keeping a multi-generational family firm.

Transcript (French)

Introduisez votre équipe

Bonjour, mon nom est Peter Jaskiewicz. Je suis un professeur à l’Ecole de gestion Telfer de l’Université d’Ottawa, et je suis un Chaire de recherche de l’Université en Entrepreneuriat durable.

Decrivez votre recherche

Je suis intéressé par les entreprises familiales car je viens d’une famille d’entrepreneurs. Un membre de ma famille a ouvert avec grand succès plusieurs magasins de musique et ajouter une chaîne d’écoles de musique. Mais quand il est décédé, ces entreprises ont été liquidées très rapidement et tous les membres et non-membres de la famille vivant dans plusieurs pays ont perdu leur travail. Cet incident tragique a suscité mon intérêt en recherche des entreprises familiales.

Les entreprises familiales sont très pertinentes. 75 % de toutes les entreprises mondiales sont des entreprises familiales, et elles contribuent plus de 50 % au PIB et à l’emploi. Des petits magasins aux grandes multinationales telles que VW, Walmart, IKEA ou Bombardier, vous êtes entourés d’entreprises familiales.

Malgré leurs grands nombres seulement 30 % des entreprises familiales survivent à la seconde et seulement à peu près 12 % survivent à la troisième génération. Ceci mérite une question: pourquoi?

Dans cette étude, nous avons décidé d’analyser l’effet du désire de céder la compagnie à la prochaine génération sur la performance des entreprises familiales. Donc, est-ce bien ou mal de désirer de céder la compagnie à la prochaine génération.

Cette question peut être vue de deux façons. La première c’est que c’est une bonne chose car ça suppose que les propriétaires adoptent une perspective à long-terme et désirent faire de bons investissements pour que la compagnie soit viable quand vient le temps de la céder aux enfants dans 20 ou 25 ans.

Mais il y’a aussi une autre perspective qui dit que c’est une mauvaise chose de céder l’entreprise aux membres de la famille, car vous êtes toujours biaisés envers votre famille. Vos enfants ne sont-ils pas les plus intelligents, plus beaux et plus prometteurs?

Certainement! C’est une particularité de l’évolution. Nous sommes très attachés à nos enfants et voulons leurs donner le plus d’opportunités possibles. Qu’est ce que cela signifie pour les entreprises familiales?

Ça signifie que si vous engagez vos enfants comme gérants, le faites vous car ils sont les plus compétents et les plus capables de gérer la compagnie, ou est-ce que vous les engager car vous voulez leur céder l’entreprise?

Notre recherche démontre que si vous avez un grand désire de céder votre entreprise à vos enfants et vous avez beaucoup de gestionnaire faisant partie de votre famille, ceci endommage la performance. Mais le même désire de céder l’entreprise à la prochaine génération en tandem avec une équipe de gestion qui n’est pas membre de votre famille est bon pour la performance.

Quelle est son importance

Notre conseil pour les propriétaires d’entreprises familiales: le désire de céder l’entreprise à la prochaine génération n’est pas une mauvaise chose si vous avez également une équipe de gestion qui n’ai pas membres de votre famille. Si vous faites ceci, vous aurez une meilleure chance de croissance et d’avoir une entreprise multi-générationnelle.