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<?xpacket end="w"?><?xpacket end='r'?><Figure><ImageData src=""/>ENLACESAUTORESISSNISSNDOIHandleT&#205;TULORepositorio Institucional REIMS </Figure>Juan Miguel Feliciano Vega Hern&#225;ndez<?xml version="1.0"?><body xfa:APIVersion="Acroform:2.7.0.0" xfa:spec="2.1" xmlns="http://www.w3.org/1999/xhtml" xmlns:xfa="http://www.xfa.org/schema/xfa-data/1.0/"><p dir="ltr" style="margin-top:0pt;margin-bottom:0pt;font-family:'Indivisa Text Sans';font-size:12pt;color:#0d124f;font-weight:bold;font-style:italic">repositorio.lasalle.mx/handle/lasalle/</p></body><?xml version="1.0"?><body xfa:APIVersion="Acroform:2.7.0.0" xfa:spec="2.1" xmlns="http://www.w3.org/1999/xhtml" xmlns:xfa="http://www.xfa.org/schema/xfa-data/1.0/"><p dir="ltr" style="margin-top:0pt;margin-bottom:0pt;font-family:'Indivisa Text Sans';font-size:12pt;color:#0d124f;font-weight:bold;font-style:italic">ORCID:<span style="xfa-spacerun:yes">&#160;</span></p></body><?xml version="1.0"?><body xfa:APIVersion="Acroform:2.7.0.0" xfa:spec="2.1" xmlns="http://www.w3.org/1999/xhtml" xmlns:xfa="http://www.xfa.org/schema/xfa-data/1.0/"><p dir="ltr" style="margin-top:0pt;margin-bottom:0pt;font-family:'Indivisa Text Sans';font-size:12pt;color:#0d124f;font-weight:bold">Licencia de Atribuci&#243;n Creative Commons 4.0</p></body><?xml version="1.0"?><body xfa:APIVersion="Acroform:2.7.0.0" xfa:spec="2.1" xmlns="http://www.w3.org/1999/xhtml" xmlns:xfa="http://www.xfa.org/schema/xfa-data/1.0/"><p dir="ltr" style="margin-top:0pt;margin-bottom:0pt;font-family:'Indivisa Text Sans';font-size:12pt;color:#0d124f;font-weight:bold">CC BY 4.0</p></body>repositorio.lasalle.mx/handle/lasalle/<?xml version="1.0"?><body xfa:APIVersion="Acroform:2.7.0.0" xfa:spec="2.1" xmlns="http://www.w3.org/1999/xhtml" xmlns:xfa="http://www.xfa.org/schema/xfa-data/1.0/"><p dir="ltr" style="margin-top:0pt;margin-bottom:0pt;font-family:'Indivisa Text Sans';font-size:20pt;color:#0d124f;font-weight:bold">Success and failure in the succession of local businesses: an aproach for Mexico</p></body><?xml version="1.0"?><body xfa:APIVersion="Acroform:2.7.0.0" xfa:spec="2.1" xmlns="http://www.w3.org/1999/xhtml" xmlns:xfa="http://www.xfa.org/schema/xfa-data/1.0/"><p dir="ltr" style="margin-top:0pt;margin-bottom:0pt;font-family:'Indivisa Text Sans';font-size:12pt;color:#0d124f;font-weight:bold;font-style:italic">repositorio.lasalle.mx/handle/lasalle/</p></body>Vol. 5, No. 1, 2023, ene-ago, pp. Revista Internacionalde Salarios Dignos<?xml version="1.0"?><body xfa:APIVersion="Acroform:2.7.0.0" xfa:spec="2.1" xmlns="http://www.w3.org/1999/xhtml" xmlns:xfa="http://www.xfa.org/schema/xfa-data/1.0/"><p dir="ltr" style="margin-top:0pt;margin-bottom:0pt;font-family:'Indivisa Text Sans';font-size:10pt;color:#0d124f;font-weight:bold">Este documento se puede descargar y compartir con otras personas, siempre que se reconozca su autor&#237;a.</p></body><Figure><ImageData src=""/></Figure><Figure ActualText="Success and failure factors in the succession of local family businesses: an approach for 
Mexico
Juan Miguel 
Feliciano 
Vega
Hern&#225;ndez
1
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eception
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Abstract
Family businesses are important to the Gross 
Domestic Product (GDP) and employment of any 
economy. For example, in Spain they generate approximately 58% of GDP and 67% employment; 
in Mexico, these companies employ about 25 million people (Empresa, 2022). Hence the 
importance, for these companies to s
urvive over time and in the following, generations. The 
objective of this work is to identify the components of the organization and operation that allow 
the generational permanence of Mexican family businesses. For this, a questionnaire of 20 
reagents was
constructed, applied to 35 Mexican family businesses with more than 10 years in 
the market, whose owners are heads of families between 55
-
65 years old. From categorizing the 
answers of the questionnaire with Likert scale, a logit model is adjusted that th
rows the 
probability of succession of the family business. The results show that academic preparation and 
values as intrafamilial variations were significant; implying that the more education the next 
head of the company has will be crucial for the company
's permanence within competitive 
markets; While there are different values that have a negative impact on the probability of 
permanence of the family business.
Key Words
Family businesses; academic preparation; values; permanence in the market; employment. 
Introduc
t
i
o
n
Family businesses have successfully positioned themselves in the market, for example, in the 
United States, 9 out of 10 companies are family 
businesses, which is why they stand out as 
number 1 worldwide in this sector. In the European Union, family businesses generate close to "><ImageData src=""/></Figure><P>1 Professor at the Faculty of Business of La Salle University, Mexico City. jvega@lasallistas.org.mx </P><Figure ActualText="60 million jobs; where for Spain, these companies generate approximately 58% of GDP and 67% 
of their employment (Empres
a, 2022). In Latin America, Brazil, Chile and Mexico stand out, but 
the latter is not only the leader in Latin America, but also the fifth country in the world with the 
largest number of family businesses (Voice of companies, 2021). In particular, Mexican 
family 
businesses generate about 85% of GDP, being a key factor in the generation of employment and 
wealth in the country (El Heraldo de M&#233;xico, 2022).
In addition, part of the success of family businesses lies in their democracy, equitable 
distribution of
benefits, and commitments among their members; coupled with the values of 
solidarity and cooperativism, essential in the operation of this type of company. The family spirit 
is important, since it implies a close relationship and equal treatment of custom
ers and 
employees. The family dialogues and creates unity, knows how to distribute roles and jobs in a 
harmonious way, which is why it motivates the participation and commitment of its members. 
Thus, the business logic of family businesses can be understoo
d and, in this way, their 
profitability can be assessed (Carrasco
-
P&#233;rez et al., 2022).
In this way, the participation of a potential worker, seen as a social service, professional 
internship or training, in this type of company is essential for their futur
e job placement and 
participation in the labor market. Therefore, through labor insertion or as a special employment 
center, family businesses can be seen as socially essential companies, which, based on legal 
employment regulations, will have an arduous p
articipation in the labor market.
Hence the importance for these companies to survive over time and in the following generations. 
That is, the businessmen, before being active leaders or founders in the organization, are 
members of a family, which they wil
l take care of and many times, will have to put it before; 
before other business objectives of his life. This should be considered at the time when best 
practices are implemented within the organization; so maintaining a family generation within a 
company 
is essential. Despite the fact that the literature says otherwise, generational succession 
is important, as mentioned by Mac&#237;as (2021) for an analysis of companies in northern Mexico.
In addition, over time family businesses have been the pillar of the eco
nomy in most countries. 
Where, a family business is a type of business, which is owned by a group of people related by 
blood ties or affinity, in whose management one or more of these people are involved and who 
intend to transfer the company to the follow
ing generations, that is, they want the company to 
last over time (Carrascosa, 2021). In addition to that, the family business is an organization in 
which, regardless of the size and the actions that are carried out, most of the properties belong 
to one or
more families and show solidarity between them.
As if that were not enough, the family business is an organization in which, regardless of the size 
and the actions that are carried out, most of the properties belong to one or more families and 
show solida
rity between them. In this sense, Duran et al. (2016) highlight that family businesses "><ImageData src=""/></Figure><Figure ActualText="have a degree of concentration of wealth, family control in the business and importance of non
-
financial objectives, which prevents them from investing more compared to 
other types of 
companies. Therefore, the need to evaluate and compare behaviors, values and perceptions is 
highlighted, among other elements of the organizational culture, which help to manage and solve 
problems, for the permanence of family businesses.
In
this work, based on a questionnaire of 20 self
-
designed items, applied to Mexican family 
businesses with more than 10 years in the market (paint dealers
-
family businesses), whose 
owners are heads of family between 55
-
65 years of age, the organization and 
operation 
requirements that allow the generational permanence of Mexican family businesses are 
deducted. In order to deduce our model, we constructed, in addition to the independent 
variables, the objective (dependent) variable defined as the risk of famil
y succession.
We highlight the construction of the dependent variable, it was considered: the operational 
processes of the family business and how important it is to present accounting financial 
statements, and through a Likert
-
type scale the nomenclature 
is determined 1: It is not important 
2: unimportant 3: neutral 4: important 5: very important. 
The dependent variable was formed 
binary for better analysis
.
Based on this, we estimate a logit model that shows the probability (risk) of succession of the 
fami
and moral and/or ethical 
  
were significant in the risk of permanence in the family business. That is, the more 
academic preparation the next owner and/or family member of the com
pany has, the greater the 
probability that the company will survive in the market. While, worrying about the fact that the 
next family owner of the company is married, who he is married to, among other values, have a 
negative impact on the permanence of th
e company.
The work is structured in six sections, where the first section corresponds to the introduction. 
The second section corresponds to the review of the literature, in particular it was useful to 
justify the independent variables related to the fami
ly succession of the company. The third 
section shows the necessary methodology for our purposes. The fourth section corresponds to 
the construction of variables, as well as the results of the econometric analysis. In the 
penultimate section, we compare ou
r results with what has been done in the literature, deducing 
a discussion about it; coupled with the contributions mentioned. Finally, the conclusion is 
shown, highlighting the contribution, the recommendations, as well as the limitations and future 
work.
Literature review: family businesses
Family businesses have a default identity trait characteristic of a family of their own, that is, 
recognizing themselves as family members and having a sense of belonging that can boost the 
positioning of the family bu
siness in the market. Such a sense of belonging has been applied to "><ImageData src=""/>ly business. The results indicate that academic preparation 1)(X4)</Figure><Figure ActualText="values "><ImageData src=""/></Figure><Figure ActualText="the concepts of polarization (Esteban and Ray, 1994), which can even support some reform, tax 
policy (Andrade, 2016) or avoid conflicts (Esteban and Ray, 2008).
Identity ties in a family b
usiness condition the inclusion of all workers and new members by 
default. Such inclusion gives the opportunity to recognize other talent some unfamiliar 
companies might deny. For example, In this sense, Trujillo and Garc&#237;a (2018), commenting on 
illiterate
people in Jalisco and the discrimination they suffer in labor matters by public 
institutions, concludes that, by being excluded due to their conditions, they are denied the 
opportunity to showcase their skills and experiences. In this line, Narv&#225;ez (2021)
highlights the 
ties of family identity that show the Yasun&#237; region in Ecuador, commenting that by recognizing 
and respecting their ancestors, he motivates the region so that it does not give in to the whims 
and control of the government. or private compan
ies and thus exploit the natural resources of 
the area.
Regarding the "rejection" of the indigenous region with the companies or authorities mentioned 
by Narv&#225;ez, such rejection could be mitigated if the authorities come up with a project where 
"the family
" as such does not disintegrate. For example, Weinberg (2019) mentions the processes 
and strategies that the Argentine government carried out to get closer to the Qullamarka 
indigenous community; which already functioned as an organization. Process that ca
used some 
indigenous communities to recognize themselves as family farmers (companies), modifying their 
link with the government.
The foregoing shows that the focus and family nucleus has been taken beyond companies, for 
example, indigenous organizations, 
regions and public institutions. However, the family 
importance has been manifested in other topics, as mentioned by S&#225;nchez and Jim&#233;nez (2021), 
which through a qualitative analysis applied to Spanish political parties in the 2019 elections; 
pointing out t
hat, despite the differences in family ideologies and political parties, there are 
common features of the parties with family pragmatics.
At present, nepotism is frowned upon, a large part of the companies that are listed on the stock 
market and personal signatures prohibit it, even so, within family businesses it is carried out by 
different factors since they enter into challenges, loyalty 
and multigenerational thoughts. that 
transform the family business, coming to confront each other for their own interests. Due to the 
above, for Belausteguigoitia (2015) he affirms that some of the members of the family are part 
of the payroll, more to res
pond to a need, than, for some benefit to the company, in the same 
way he comments that when this type of promotion or benefits depends on the blood 
relationship that exists between the family, so it is very difficult for companies with these 
characteristi
cs to achieve success.
Finally, the relationship between the members of a family business, whether they are related or 
not, entails friendship ties between more sincere collaborators and support in any circumstance 
than in other types of companies. The abo
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Results of the survey. </P><Table><TR><TH>EN CUES TA DOS </TH><TH>&#191;Consi deras impor tante un t&#237;tulo univer sitario para tener una empre sa famili ar ? </TH><TH>&#191;Te parec e impo rtant e tener un plan de objeti vos para tu empr esa ? </TH><TH>&#191;Qu&#233; tan impo rtant e es tener proce sos opera tivos en tu empr esa famili ar ? </TH><TH>&#191;Es impo rtant e prese ntar estad os finan cieros conta bles? </TH><TH>&#191; Que tan import ante es que tu person al tenga estudio s univers itarios? </TH><TH>&#191;Qu&#233; tan impo rtant e es la suert e en las venta s ? </TH><TH>&#191;Cons ideras impor tante realiz ar algn ritual para atraer las venta s? </TH><TH>&#191;Es impo rtant e poner im&#225;g enes o s&#237;mb olos de la buen a suert e ? </TH><TH>&#191;Cons ideras impor tante un altar religio so ? </TH><TH>&#191;Qu&#233; tan impor tante son la fecha de cumpl eaos o aniver sarios de la famili a / empr esa ? </TH><TH>&#191; Que tan compro metido te sientes con la empres a familiar ? </TH><TH>&#191;Cons ideras impor tante conta r con un plan de sucesi n de la empr esa ? </TH><TH>&#191;Qu&#233; tan impo rtant e es para ti la famili a? </TH><TH>&#191;Qu&#233; tan impo rtant e es para ti el negoc io ? </TH><TH>&#191;Es impo rte com parti r los proy ecto s nego cios con la famil ia ? </TH><TH>&#191;Consi deras impor tante tener planes de crecim iento? </TH><TH>&#191;Qu&#233; tan impo rtant e es tener el capit al en mano s de la famili a? </TH><TH>&#191;Es impo rtant e un conse jo direct ivo par tu empr esa famili ar ? </TH><TH>&#191;Te parec e impor tante recon ocer el &#233;xito de tus emple ados? </TH><TH>&#191;Como consider ar&#237;as si un miembr o de la familia roba a la empres a ? </TH><TH>S U M A </TH></TR><TR><TH>E1 </TH><TD>1 4 1 1 3 </TD><TD>5 5 5 5 5 </TD><TD>5 5 5 5 5 </TD><TD>1 4 4 5 5 </TD><TD>1 3 1 3 3 </TD><TD>4 3 5 1 2 </TD><TD>3 4 5 1 2 </TD><TD>3 3 4 1 1 </TD><TD>4 4 1 1 4 </TD><TD>5 4 4 4 4 </TD><TD>5 4 5 5 4 </TD><TD>5 5 5 5 4 </TD><TD>5 5 5 5 5 </TD><TD>5 5 5 5 5 </TD><TD>5 5 5 4 3 </TD><TD>5 5 5 4 5 </TD><TD>5 4 3 5 2 </TD><TD>1 4 5 4 4 </TD><TD>5 5 5 4 4 </TD><TD>1 5 1 2 1 </TD><TD>74 </TD></TR><TR><TH>E2 </TH><TD>86 </TD></TR><TR><TH>E3 </TH><TD>79 </TD></TR><TR><TH>E4 </TH><TD>70 </TD></TR><TR><TH>E5 </TH><TD>71 </TD></TR></Table><P>Vol. 5, No. 1, 2023, ISSN. En tr&#225;mite, pp:25-47 </P><P><Table><TR><TH>E6 </TH></TR><TR><TH>E7 </TH></TR><TR><TH>E8 </TH></TR><TR><TH>E9 </TH></TR><TR><TH>E10 </TH></TR><TR><TH>E11 </TH></TR><TR><TH>E12 </TH></TR><TR><TH>E13 </TH></TR><TR><TH>E14 </TH></TR><TR><TH>E15 </TH></TR><TR><TH>E16 </TH></TR><TR><TH>E17 </TH></TR><TR><TH>E18 </TH></TR><TR><TH>E19 </TH></TR><TR><TH>E20 </TH></TR><TR><TH>E21 </TH></TR><TR><TH>E22 </TH></TR><TR><TH>E23 </TH></TR><TR><TH>E24 </TH></TR><TR><TH>E25 </TH></TR><TR><TH>E26 </TH></TR><TR><TH>E27 </TH></TR><TR><TH>E28 </TH></TR><TR><TH>E29 </TH></TR><TR><TH>E30 </TH></TR><TR><TH>E31 </TH></TR><TR><TH>E32 </TH></TR><TR><TH>E33 </TH></TR><TR><TH>E34 </TH></TR><TR><TH>E35 </TH></TR></Table>1444 040224 440404444 2 1555 331115 555535355 1 4545 322114 445535345 5 4555 431114 444444445 1 3555 431113 555535355 1 3555 321113 545555455 1 4555 332245 555445355 1 4555 434334 555545545 3 5555 541345 555545444 3 5445 322244 555555445 1 2555 431114 555554255 1 5555 343353 555555555 2 3445 432124 455444454 2 3555 333335 455545445 1 5555 422234 555555455 1 3555 421115 505445345 1 1555 331113 355545455 1 3455 444334 445445445 5 4554 334344 455555445 5 1555 311114 555544544 2 1444 040224 440404444 2 4545 322114 445535345 5 3555 431113 555535355 1 4555 332245 555445355 1 5555 541345 555545444 3 2555 431114 555554255 1 3445 432124 455444454 2 5555 422234 555555455 1 1555 331113 355545455 1 4554 334344 455555445 5 </P><Table><TR><TD>55 </TD></TR><TR><TD>72 </TD></TR><TR><TD>74 </TD></TR><TR><TD>71 </TD></TR><TR><TD>73 </TD></TR><TR><TD>73 </TD></TR><TR><TD>80 </TD></TR><TR><TD>86 </TD></TR><TR><TD>86 </TD></TR><TR><TD>79 </TD></TR><TR><TD>73 </TD></TR><TR><TD>88 </TD></TR><TR><TD>73 </TD></TR><TR><TD>80 </TD></TR><TR><TD>82 </TD></TR><TR><TD>68 </TD></TR><TR><TD>70 </TD></TR><TR><TD>83 </TD></TR><TR><TD>86 </TD></TR><TR><TD>70 </TD></TR><TR><TD>55 </TD></TR><TR><TD>74 </TD></TR><TR><TD>73 </TD></TR><TR><TD>80 </TD></TR><TR><TD>86 </TD></TR><TR><TD>73 </TD></TR><TR><TD>73 </TD></TR><TR><TD>82 </TD></TR><TR><TD>70 </TD></TR><TR><TD>86 </TD></TR></Table><Figure><ImageData src=""/>VARIA NZA 2.0 00 0.1 44 0.1 44 0.7 33 1.24 4 0.8 24 1.6 07 0.9 49 1.8 90 0.4 27 0.33 3 1.1 19 1.0 62 0.1 93 1. 21 7 0.1 70 0.7 15 0.7 33 0.1 70 1.85 3 SUMA TORIA DE VARIA NZAS 17.527 VARIA NZA DE LA SUMA DE LOS &#205;TEMS 55.036 </Figure><Figure><ImageData src=""/>&#61690;&#61690;&#61691;&#61689;&#61674;&#61674;&#61675;&#61673;&#8722;&#8722;=&#61669;2211TiSSKK&#61537;</Figure><P>&#945;: Questionnaire reliability coefficient </P><P>0.72 </P><Figure><ImageData src=""/>k: Number of instrument items 20 Sum of the variances of the items. 17.527 Total variance of the instrument. 55.036 </Figure><Figure><ImageData src=""/>RANGE RELIABILITY 0.53 a menos zero reliability 0.60 a 0.65 Reliable 0.66 a 0.71 Very trustful 0.72 a 0.99 excellent reliability 0.72 Our instrument is of excellent reliability 1 perfect reliability </Figure><P>Source: own elaboration. </P></TaggedPDF-doc>