Degree Programmes

Final Year Project Cover Sheet

Please complete the form (in capital letters) and attach it securely to the front of
your assignment before submitting your assignment.

Student ID: 0341062

Title of Your Award: DUAL AWARD PROGRAMME

Name of Supervisor: Dr. FERANITA

Module Code: P R J 6 0 1 0 4

Research Project Title: FACTORS INFLUENCING THE WILLINGNESS

OF THE NEXT GENERATION TO TAKE UP THE FAMILY BUSINESS

Due Date & Time: 23RD NOVEMBER, 2022 @ 2PM

I have read and understood the Degree Programmes Regulations on cheating,

plagiarism and collusion. I declare that this piece of work is my own and does not
contain any unacknowledged work from any other sources.
I authorise the University to test any work submitted by me, using text comparison
software, for instances of plagiarism. I understand this will involve the University or its
contractor copying my work and storing it on a database to be used in future
to test work submitted by others.
Note: The attachment of this statement on any electronically submitted assignments will be
deemed to have the same authority as a signed statement.

Signed: GADHA SHAHEEN Date: 23.11.2022

1
 FACTORS INFLUENCING THE WILLINGNESS
OF THE NEXT GENERATION TO TAKE UP
THE FAMILY BUSINESS

GADHA SHAHEEN

BACHELOR OF BUSINESS HONOURS INTERNATIONAL BUSINESS

AND MARKETING

TAYLOR’S BUSINESS SCHOOL

TAYLOR’S UNIVERSITY

2
 FINAL YEAR PROJECT SUBMISSION CHECKLIST
(this check-list should be placed after the project cover page)

Dear Students,

1. Have you uploaded the soft copy of your project paper (with reference
list, questionnaire/ list of secondary data & SPSS/Eviews/Excel
output) to Turnitin?

Yes No

2. Have you generated the full Turnitin similarity report and attach that to
your project paper?

Yes When:

3. Please make sure you have included the following documents before
submitting your project papers:
No. Documents (according to sequence) Please ‘√’ if
your project
paper has the
document
1. Cover page
2. Title page
3. Statement of Authorship
4. Table of Contents
5. Abstract
6. Chapter 1 to 5
7. Reference list
8. Questionnaire/list of secondary data
9. SPSS/Eviews/Excel research output; supporting
documents for qualititative research
10. Three copies of Supervisor and Student Meeting Record (signed)
11. Research Ethics Check-list (signed)
12. Full Turnitin similarity report
13. Supervisor Review Record (signed)

Student’s Signature: GADHA SHAHEEN Date: 23.11.2022

Student Name: GADHA SHAHEEN
Student ID: 0341062
Programme: BBA (HONS) IN INTERNATIONAL BUSINESS AND MARKETING
Module Code: PRJ60104

3
 AKNOWLEDGMENT

I would like to thank God Almighty for having given me the opportunity to conduct this
research successfully. I would like to extend my heartfelt gratitude towards my supervisor Dr.
Feranita for the exceptional support she has provided me throughout the course of my
research. I would also like to thank Taylor’s University for having provided us students with
a knowledgeable research project opportunity. Last but not the least, I would also like to
thank my friends and family for their support. The project experience has been extremely
fruitful.

4
 STATEMENT OF AUTHORSHIP

I, Gadha Shaheen hereby declare that this study is based on my original work except for
quotations and citations, which have been duly acknowledged. I also declare that it has not
been previously or concurrently submitted elsewhere in any other institutions or any other
degree of qualification.

Word Count: ( 9052 words)

Signature: Gadha Shaheen Date: 23.11.2022

5
Table of Contents
Title Page No.
1.0 Introduction 10-13
1.1 Background & Motivation
1.2 Rationale of the Research
1.3 Research Objectives
1.4 Research Questions
1.5 Significance of the Research
2.0 Literature Review 15-23
2.1 Family Business & Succession
2.2 Succession Process
2.3 Emotion, Family Loyalty and Values
2.4 Willingness of the Successor
3.0 Research Methodology 25-27
3.1 Research Context
3.2 Research Method
3.3 Sample & Data Collection
3.4 Analysis
4.0 Results & Discussions 29-34
4.1 Background on Arbab Farm Productions
4.2 Succession Intention
4.3 Family Values
4.4 Successor Development
4.5 Kinship Culture
4.6 Islamic Inheritance Law

5.0 Conclusion & Recommendations 36-37

5.1 Limitations to the Research
5.2 Implication of Research & Practice
5.3 Future Research Agenda

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ABSTRACT
Family-owned and properly run public listed enterprises are replacing family-controlled and
operated firms as they expand and develop into sophisticated industry groups. Consequently,
the growth of potential successors and the effective inheritance of a firm are now crucial
success elements for family - owned businesses. This study looks at the processes of
succession and the growth of successors in three Pakistani family - owned businesses.
The case is from a variety of industries, including agricultural sector, petrol filling stations,
and dairy farming, and they are also at various stages of organisational growth. From
literature study, a theoretical foundation for tracking successor development at the pre-entry,
entry, and succession phases was constructed. The study goes into more detail about the
kinship culture involved in family business succession and looks at several areas of law
of Islamic inheritance. We discover that the partition of the company during the succession
period in Pakistan is impacted by kinship culture and Islamic inheritance law. The article also
looks at how family businesses have evolved from being run by relatives and following the
biradari tradition.

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 CHAPTER 1

8
 1.0 Introduction
This section gives a general outline of the study's objectives. In the beginning, it describes
the goals of the study as well as the reason why it will be carried out. This chapter goes
on to describe the problem statement and provide an outline of the context. The
fundamental research questions are then discussed.

1.1 Background and Motivation

A family business is described as a company that has been run by successive generations
of families. Every degree and era of the family has an impact on this sort of choice. The
family consists of biological relatives, adopted children, and married people as well. The
members have the authority to alter the business's goals and ambitions in order to achieve
various goals. The oldest sort of business is a family business, which can range in size
from a tiny shop to a multinational corporation with over one hundred people (Lansberg
& Astrachan, 1994). 400 of the wealthiest Americans in USA, according to a study by
Forbes, operated a family business. A disadvantage of family businesses is that they are
challenging to investigate because there are no reporting obligations and little to no public
records available. As the old industrial system is substituted by the world economy of the
twenty-first century, government policy makers, economists, and researchers turn to
entrepreneurship and family enterprises as a vital source of generating wealth and
employment opportunities.

The two main factors that appear to affect the evolution of family businesses and the
succession cycle are the size of the families, as evaluated in relation to the volume of
business, and competence to lead the company, as defined in terms of management
acumen, technical mastery, and commitment (Handler, 1990). Potential successors who
had past employment outside the family firm may choose to leave the organisation and
launch a new one, either with or without the support of the family. Nevertheless,
successors often have expertise in the family business-specific professions. The training
of potential successors has an impact on the endowment of organizational skills of the
organisation, making it a significant issue in the succession process. When the transition
process was planned out in advance, the present owner and successor frequently show
greater levels of fulfilment (Lansberg & Astrachan, 1994). The choice of the incumbent
9
 to resign is highly important. The incumbent leader gradually hands over control to the
next leader. The duration of this process could be years. The departing boss eventually
retires, exits the main business, or stays to work as a consultant, while the succession has
total authority and control.
Over 75% of job prospects in Pakistan are created by family enterprises; as a result,
family businesses play a significant role in the nation's economic success and the need to
preserve it (Lansberg & Astrachan, 1994). In this study, the familial culture, societal
practices, and Islamic inheritance rules are illuminated in order to better comprehend
succession and how the business is partitioned among the family.

1.2 Rationale of the Research

The theory that will direct the research is kinship culture and The Islamic law of
inheritance. The family business chosen for the research is from the country Pakistan. The
respondents chosen are the current holder of the family business and the successor that is
going to carry on the family business line. This research is conducted based on case
study, by interviewing a family business line in Pakistan. Qualitative research methods is
used to conduct the research on the respective family business. The main aim of this
research is to address how and why family values impact the willingness of the potential
successor to take up the family business. Qualitative method of research enables higher
level understanding of context and the experiences. It enables to ask such questions that
are not related to monetary terms.

1.3 Research Objective

The main objective of this study is to investigate the impact of family values and relations
on the willingness of the next family generation to take up the succession. The study aims
to throw light on the positive and negative impacts that the family values have on the
potential successors decision making. As such, the research objectives may further be
divided into sub-objectives as follows:
1. To study the impact of family values and emotions on the willingness of the potential
successor to take up the family business.
2. To study the successor development practices that takes place in the family business.

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 3. To study the impacts of kinship culture and Islamic inheritance laws on the success or
failure of succession.

1.4 Research Questions

In order to portray the objectives of the study precisely, a number of research questions
have been formulated per sub-objective. The research questions are as follows:
1. How does the family values impact the decision making of the successor ?
2. How does the family emotions influence the decision making of the
successor ?
3. How does the kinship culture influence the success or failure of the succession within
family business ?
4. How does the Islamic inheritance law influence the success of failure of the
succession ?

1.5 Significance of the Research

1.5.1 Theoretical Significance
Over the past ten years, family business has attracted more research attention and is
currently one of the fields of study that is expanding the quickest. The interplay between
the family conducting the business, which results in particular traits that are uncommon in
all other working frameworks, is what makes family businesses special. There have been
less researches on factors affecting the succession within family businesses (Davis, 2000).
Therefore, the research would help to fill the gap in literature of succession in family
business. It will aid researchers in unfolding the internal factors that is the emotions and
values within the family and the external factors such as kinship culture, the Islamic
inheritance law, emotions, loyalty, responsibilities etc and other factors around the world
that influence succession within the family business (Davis, 2000).

1.5.2 Practical Significance

In Pakistan, the family business is guided by Islamic inheritance law and the kinship
culture. Thus, the topic has gained significance especially in a country like Pakistan,
where family businesses are huge contributors to the economic growth. The Islamic
inheritance law says that, after the father, all his properties must be transferred to the
11
 name of his heir. If the owner does not have sons, then the ownership will be transferred
to his brothers and their children (Fiegener, et al. 1996). Since family businesses have
been the richest families in Pakistan, people must encourage doing family business and
the importance of loyalty among family members need to be promoted. Families can
ensure loyalty within the family by giving valuable positions to one of the members in
each family. This effort would make them feel responsible and accountable and also
would make them feel recognised in the family. This study will also highlight the benefits
of continuing the succession and its contribution towards the economy of Pakistan
(Fiegener, et al. 1994).

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 CHAPTER 2

13
 2.0 LITERATURE REVIEW
2.1 Family Business and Succession
The author’s goal in examining the family business literature is to find out what growth
strategies family businesses use to prepare their potential successors. The goal of the
research is to examine the various stages of successor development and the associated
activities. The process of succession is generally a long procedure which has various
activities involved. These activities begin since the childhood of the potential successor
and continues through his teenage years as well (Handler, 1994; Sharma, Chrisman &
Chua, 2003). The process involves preparing the potential successor to have leadership
qualities. One of the major activities that constitutes the process of succession is
preparing the potential successor to be a leader by training him well and ensuring he is
skilled enough to take such a big responsibility.
The literature review has thrown light over the significance of different phases in the
process of succession and how important it is to pass through every phase. Various
researches have proposed different levels of succession process and created a model. For
instance, Starvou (1998) proposed a model that consists of three stages, namely, pre-
entry, entry and succession. Basically, the pre-entry stage is where the potential successor
gets involved partly in the business. He basically takes part in discussions in the family
and is partly involved. The entry stage is basically the stage where the potential successor
joins as an employee and dedicates whole of the time in the activities of the business. The
succession stage is where the successor actually takes up the full responsibility of the
business and has full authority in decision making. A successor is considered as a
valuable asset to the business when he is able to maximise wealth in the enterprise.
Another factor that is crucial for a successor to be effective is the ability to hold the
family together (Longenecker and Schoen, 1978).
The goal of examining the family business literature was to find the succession strategies
that family businesses use to succeed one another. Since there is little study on family
businesses in South East and the Middle Eastern, our study of the literature mostly
focuses on European conceptual approaches. This essay examines how far relevant
theories can be applied to the societal and religious context of Pakistan. Some academics
consider succession as a long drawn out process including various tasks. For example,

14
 Longenecker and Schoen (1978) noted that a successor is trained during childhood,
adolescents, and adulthood.
The fundamental tenet of their argument is that "Family transfer in the ownership of a
family-managed business includes a lengthy dialectical socialization process, that is,
family heirs are progressively groomed for leading through a lifespan of learning
opportunity. The training of the next firm leadership is a crucial step in the leadership
process , which makes sure the successor is qualified to lead the company. According to
Foster (1995), cultivating management in the next generation is essential for family-
owned and family-oriented enterprises to survive. Ward (1987) discovered that one of the
key factors linked with companies that had been able to withstand a familial shift was
succession grooming in his research of 200 family enterprises. Pre-entry, entry phase, and
succession stages were provided in Stavrou's (1998) succession framework.
Pre-entry refers to the period of time whenever the successor is still not a full-time
employee of the company but is nonetheless engaged via familial interactions and part-
time labor. The entering phase refers to the moment when the potential successor begins
working there full-time and becomes incorporated. Whenever the founding member is
about to leave or transitions to an advising role, the transition phase is when the
successors is prepared to take over the family business as its potential leader. We may
only be concentrating on the transition phase activities for this investigation and
contrasting those with literature review. It is crucial to define what defines efficient
succession because of the importance related to successful successor. Effective transition
was evaluated by Churchill and Hatten's (1987) study focused on the "incumbent's
capacity to generate sales and profits in their firms" (Goldberg, 1996). In addition to
financial indicators, Friedman (1986) lists the importance of the business brand, turnover,
and leadership change (Goldberg, 1996). The longevity of the family firm as a singular
entity is crucial for effective succession, so maintaining business integrity is yet another
aspect that determines profitability. Successive succession is evaluated in terms of the
expansion and cohesion of the family company as well as a rise in profitability, as it is
anticipated that a competent successor will lead the family company profitably.

2.2 Succession Process

15
 Transferring all of the leadership tasks that were once held by his father to the successor
is a crucial way to continue the growth of the successors during the transition stage. Once
the succession has had the opportunity to prepare, this is essential for a seamless
transition. According to Longenecker and Schoen (1978), "mastering the complexity of
the job and gaining the authority connected with the leadership role" requires at least
2 years. The succession process entails the simultaneous transmission of judgement
power, equality, and duties from successor to leadership (Handler, 1994). The founder
must also reduce his engagement that once heir has been fully integrated into the family
company and has achieved financial independence.
As per Dyer (1986), in order to facilitate a smooth succession, the founder must start
reducing their degree of involvement in the business's operations. The founder's
engagement should have very defined limitations, and both the founder and the
successors should keep monitoring this component of the transfer, as according Lansberg
(1988). The transference of ownership in the successor's title is a crucial step that
supports succession growth. Shared ownership of the business promotes interest and
dedication from successors. When the replacement takes over as CEO, equity
transference typically occurs. A productive succession, in the words of Barach and
Ganitsky (1995), "is most simply achieved when the scheduled or real disposal of equity
resemblances the transmission of authority" and as stated by Handler (1994), "regulation
of the shares by the next succession" is one indication of a viable succession. As a result,
we suggest that the effective succession is highly associated with the transmission of
leadership duties, limiting the owner's engagement, and full transmission of firm stock.

2.2.1 Pre-entry Stage

This stage is basically the phase just prior to the potential successor entering the family
business in real. In pre-entry stage, the potential successor is made familiar with the
activities in the business by involving him in the discussions. The successors are partly
trained since their childhood to become the future leader of the business and hence they
are constantly learning from what they see. They are made aware of the family trends and
strategical tactics and till the time they enter completely into the business, they have a
great idea about what the business is and what role they have to play. Some families also
consider taking the potential successor as an intern for a short period of time to give them
16
 practical knowledge as well. Looking into it, scholars have argued that a successor can be
effective only if he has entered the business at an early stage. The successor is required to
complete his schooling and to graduate and acquire full skills to manage the business. In
accordance to Fiegener et al., 1996, the major benefit of a degree is that it would help the
person to focus major growth requirements with the learning experience that they had.
Other alternative that the family adopts to train the potential successor is by letting them
work as an intern or employee at another firm. this would give them more knowledge
about the outside world, they will become aware of other strategies and tactics and hence
this will enhance their expertise while managing the family business. For instance,
According to Ward (1987), the experience from outside is very important as it enables the
potential successor to create new tactics and growth strategies once he joins the family
business. This also acts as an advantage to the successor as it would make him recognised
for his work rather than someone joining without any experience. One of the most crucial
relationships that has to exist in a family business is the relationship between the
incumbent and the potential successor. The incumbent has the years of experience and
thorough knowledge of how to carry on the business to heights. So, in this stage, the
potential successor acts as a part timer who is involved in the discussions who os
expected to have a level of skills and expertise.

2.2.2 Entry Stage

The next stage is the entry stage in which the potential successor joins the firm as a full
timer and works as an employee. This stage is effectively meant to develop the skills and
expertise of the potential successor so that he is capable of taking up the leadership and
carry on the business as its head. There are various ways in which the member is trained
and groomed for the position. One of the ways is by training them theoretically by
conducting classes or seminars. This would give them good knowledge about the firm and
also groom them to become good leaders (Ward, 1987). Another ways in which the
successor is groomed is by assigning them tasks that are risky. Such tasks would force
them to think out of the box and instil a drive inside them to fix the situation and
accomplish the task effectively. Any shortcoming in the accomplishment of the task
would motivate the successor to strive and work harder. When he works as an employee,
he is assigned different roles which require different skills hence enabling him to gain
17
 knowledge in all fields. The incumbent is with the successor throughout judging his
performance, advising on several grounds and providing reviews of performance as to
what changes he has to make and what skill he holds the best (Ward, 1987).
The firm also arranges informal gatherings with the employees of the firm so that the
successor develops a good relationship with the employees. This will enable the successor
to get good cooperation from the employees and a sort of respect from them which will
enable him to carry on work with harmony. Another way of grooming the successor is by
providing effective coaching. The incumbent can provide them with the resources,
knowledge and the guidance as to what has to be done. As the ownership is majorly
passed from father to their kid, mentoring by father is highly encouraged as they will have
100%dedication to pass on their experiences, resources and skills. There are cases where
the successor is mentored by other head staffs and this works well as they would have
more knowledge about the internal activities. The successor is given complete freedom
and hence he is solely responsible for his earnings and set backwards (Ward, 1987). This
will make the successor more accountable and responsible for his outcomes. So, this stage
is where the successor is mentored, groomed through seminars and classes, assigned tasks
to complete, continuous feedbacks, improved father-son bond, employee relationships are
nurtured.

2.2.3 Succession Stage

The last stage of the succession process is the succession stage. In this stage, the
incumbent officially transfers all of the rights, responsibilities and leadership to the
successor. This stage takes place as soon as the successor is trained and becomes eligible
to take up the responsibility. According to Longenecker and Schoen, the transition from
the incumbent to the successor takes almost 2 years due to the complexities of the
position. The transition involves the successor being the authority to take decisions and he
becomes the equity shareholder in the business. The incumbent is later reduced to the role
of an advisor for the successor when he requires any help. The father would no longer
have the authority to make any decisions and hence the boundary is made clear with the
transfer if the ownership. Such a boundary is healthy so that the successor can have full
freedom over their territory.

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 The equity transfer to the successor encourages the member to work in the best interest of
the entity. Therefore, this is the final stage in the succession process which involves
transfer of ownership, leadership, decision making authority and full autonomy to the
successor.

2.3 Emotion, Family Loyalty and Values

Families and their enterprises are characterised by a wide spectrum of emotions and
values because they are inherently emotional systems. These emotions arise and grow as a
product of a variety of major events at every family firm unit. Each component of family
enterprises is characterised by emotional uncertainty . For instance, people can experience
conflicting emotions toward their siblings in the family, their employees in the workplace,
and their holdings as shareholders. A person's intertwining identities and intertwining
frameworks as they relate to their multiple positions in their family , their positions in the
family business such as owner, supervisor, successor/non-successor, and their position in
ownership, can also cause emotional indifference. Clearly established framework might
be helpful in the case of family enterprises to specify guidelines and requirements for
each component (Ward, 1987). The objective in this case is not to suppress emotional
uncertainty , but to recognize it and to favour its handling in a way that benefits the
person, the family, and the company. Such a setup could support effective sentiment
management by clarifying behavioural regulations, preconceptions, and articulating
possible contributions that each member could provide. Admittedly, emotional
indifference is intrinsic to the family business and, when handled correctly, it might be a
root of adaptability and innovation.
Family loyalty is one of the most important factors that is required to carry on the
business for years to come. Since loyalty seems as an easy topic in the context of family,
sometimes it might not work that way. There are issues raised of loyalty in family
business when a family member who aspired to become a successor does not become one.
This creates negative emotions inside the person which can prove to be harmful for the
smooth conduct of the business (Ward, 1987). Hence family loyalty is really important
factor and is mostly seen positively in family businesses.

2.4 Willingness of the Successor

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 2.4.1 Kinship Culture
Analyzing the background in which a subject is placed is necessary for a thorough
comprehension of that subject. To acquire a good sense of development of successors and
succession across Pakistani family businesses, understanding the social and cultural
background in which they operate, holds huge significance. Social and cultural factors
like religion and ethnicity impact the operations of a business to some extent (Howorth &
Ali, 2001).
As per the perspective of Ward (2000), a nation’s culture has a significant impact on the
principles of a family that then mould the vision of ownership and leadership of their
family business. Every organization is built by people on the basis of their values and
principles and such organizations makeup a major part of the society (Hofstede, 1984).
The word culture refers to thought processing patterns of parents that will later be passed
to their children, peer to peer, leader to follower, teacher to students and vice vera.
Culture is what defines the social background of a country. In general, the culture of
Pakistan may be defined as one that promotes collectivism, masculinity and high power
distance. A culture that is into collectivism may be described as the one in which people
are so closely knit that they expect their family, relatives or friends to take care of their
needs in exchange for unquestioned devotion (Hofstede, 1984). Collectivism can be
widely found in the social organizations in Pakistan as they are a network of kinship
connections. In Pakistan, kinship not only includes one’s immediate family but also
distant relatives. The intensity of empowerment and inequality in relationships
categorizes a culture as to high power distant or low power distant. As organizational
structures are hierarchical and authority is often centralized in Pakistan, their culture may
be characterized as high power distant. Even in the structure of families in Pakistan,
hierarchy can be seen wherein the father is the head of the family who makes all the
major decisions. Young people are expected to obey and respect their elders without
questioning their authority. Masculinity is one another characteristic that describes the
culture of Pakistan. Masculine culture implies that they are basically a male-driven and
male-dominating society wherein the difference between opportunities provided to male
and female exists. Thus, societal hierarchy and kinship brings in a sense of consciousness
of status in people’s minds, and also have an impact on the family business environment.

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 2.4.2 Islamic Inheritance Law
Pakistan became separate from India in order to become an independent country based on
the idea of establishing a state of Muslims where in the residents could freely declare and
practice Islam. There are 2 divisions to Islam religion, Shia Muslims and Sunni Muslims.
Pakistani culture and the norms of Islam overlap through the way as most of Pakistan’s
population comprises of Sunni Muslims. Regardless of the people being Sunni or Shia,
the inheritance law is equally followed by all. The values and principles followed in
Pakistan are basically derived from the religion of Islam as it is not just a religion, but
also a way of life (Mehdi & Woodman, 2002). It has many instructions and guidelines
that, if followed well, guides people in the right direction. Islam also mentions laws of
inheritance of family business and properties which are of utmost significance in a
country like Pakistan. As per the Islamic law of inheritance, the son is entitled to twice
the share of what the daughter inherits. However, the distribution of wealth may only take
place in case of death of the parents. The business owner can also gift his business to
anybody if he wishes to do so while he’s alive. The sequence of continuing the family
business through generations is greatly influenced by the norms of the Islamic inheritance
law. Thus, it is essential for family businesses in Pakistan to adhere to all the rules and
regulations laid down in Islam regarding distribution of wealth (Zakriya & Wattoo, 2005).
An essential component of a state's legislature is its inheritance laws. It is a source that
guarantees the fair transmission of a decedent's assets. These inheritance portions are
typically a substantial source of support for the newer generations. Its importance is
further increased in emerging and rural economies; in nations like Pakistan, a sizable
portion of the population depends on inherited farmland and enterprises for their income.
Pakistan is an Islamic nation, hence its inheritance laws were formed in accordance with
the Sunnah and the pious book of muslims; quran. Although the Islamic law covers
inheritance in great detail, this essential right is frequently denied to women in Pakistan,
particularly when it comes to the inheritance of real property, such as land. Female's
vulnerability to a variety of factors, including as patriarchal structures, incorrect
interpretations of the divine authority, and insufficient application of land laws, has
prevented them from exerting their inheritance rights. The nation's cultural norms, which
are supported by its patriarchal structure, are firmly ingrained in this phenomena of
deprivation. As could be observed in the cases of West Bengal and China, wherein female
21
 succession is prohibited on the grounds of a same justification, cultural traditions such as
viewing dowry as an alternate to inheritance frequently have little to do with religious
mandates (Kochanek, 1983).

2.4.2.1 Sources of Islamic Law of Inheritance

The four important foundations of Islamic law are listed below. The Quran, Sunnah, and
hadith of the Prophet (saw), Ijma (congruence of the views of the Prophet's associates and
followers), and Qiyas, which is a logical argument drawn from the contrast of the initial 3
sources when they do not adhere to particular circumstance. These four establish the
framework for Islamic inheritance rights (Zakriya & Wattoo, 2005).

2.4.2.2 Islamic Concept of Inheritance Explained in the Holy Quran and Sunnah
In Muslims, the Holy Quran is regarded as the only credible source of knowledge and
understanding. It describes heredity as the orderly transfer of ownership from a decedent's
property to the offspring acting as successors. Islamic inheritance law is written in a way
that prevents the concentration of a decedent's possessions in one location. It is divided so
that each close family member receives their portion first. The ownership would be
passed onto another kin in the lack of closer relations (Zakriya & Wattoo, 2005).

2.4.2.3 Women’s Right of Inheritance according to Islam

In Surat An-Nisa of the Holy Qur'an, inheritance is described as being owed to each
person, male and female, in a fair way. The Quran very explicitly states in this book that
women must not be regarded as chattels and goods and that they possess the legal ability
to inherit as humans. In contrast to pre-Islamic customs, which prohibited women and
other minorities from inheriting property, Religion not only acknowledges women as
autonomous people but also provides legal guidance for their ability to do so (Zakriya &
Wattoo, 2005).

22
 CHAPTER 3

23
 3.0 Research Methodology
3.1 Research Context
There are two methods to conduct research, namely Quantitative and Qualitative method.
Quantitative method of research is used to research about study areas that can be
expressed in monetary terms. They are often measured and expressed in the form of
graphs or numbers. It is analyzed with the help of statistics and it requires respondents in
large numbers. On the other hand, qualitative method of research is used to research
study area that focusses on experiences or thoughts. They are not expressed in numbers
and hence do not require large number of respondents.
So, qualitative method of research has been chosen to research in this assignment as its
dealing with an in-depth topic; family business. Since family business involves more
emotions and it will be better expressed in words than statistics, this method has been
chosen.
This research methodology mainly revolves around family business culture in Pakistan.
The Islamic inheritance law and the kinship culture plays a role of great significance as
they guide the business in Pakistan. Pakistan being an Islamic country, strictly adheres to
the Islamic inheritance law and the kinship culture which encourages brotherhood.
The culture in Pakistan can be characterised as collective, profoundly apathetic in
authority, and patriarchal. In a collectivist society, people favour a close-knit social
structure in which they may trust their relatives, clans, or others to care for them in return
for unwavering devotion (Hofstede, 1984). In this country, a net of kinship ties, or
Biradari system, as it is known in the language Urdu, the Pakistan's official language,
serves as the foundation for social order. The idea of Biradari or the kinship
culture includes one's extended family as well. As a part of Biradiri traditions, family
marry within families, that is, cousins marry each other which makes the family ties even
stronger and also re-establish the financial base.
Islam is not just considered as a religion in Pakistan, but a lifestyle. Islam is one of the
major factors that guide even the most basic activities in the lives of citizens in Pakistan.
According to the law of Islamic inheritance, the son is entitled with a share that is double
the share of his sister. The transfer of wealth, ownership and properties take place after
the demise of the father. Later on, the discrimination was subdued and now daughters are

24
 entitled with as much share as the sons get. So the research is based on these cultural and
religious aspect that guides the businesses in Pakistan.

3.2 Research Method

This is a single case study. The review of the literature produced a theoretically valid
paradigm that advances our knowledge of general successor evolution and succession in
family enterprises. Since there hasn't been econometric analysis on family companies in
this region of the world in broad or on inheritance and successor evolution and growth
specifically, the method of case study is the best appropriate one for this research.
Therefore, case studies are analysed based on the theories already listed above. Since
Kinship culture and religious factors are also considered in this research, it is quite
challenging as in a country like Pakistan, there is very less or no difference between
culture and religious factors. Generally, in Pakistan, the owner of the business would
delegate the tasks when the potential successors are skilled and can take up the
responsibility as employees and leaders.
Pakistan culture is its religion and its religion is Islam. The impact of the cultural norms
and the Islamic inheritance law gave a path to understand the successor evolution more.
Since it was challenging to interview many members of the family, the next potential
successor was chosen to be interviewed. This member has already entered the pre-stage
and hence was a light throughout the research as he had immense knowledge about the
business and the cultural norms. Published journals also helped a lot in the research as
different families have different norms and perspectives. A final report of the case study
was shown to the respondent and their approval was obtained for the same matter. The
case is selected from district Thatta, Town Ghorabari, village Arbab Haji Muhammed
Siddique Samoon and also known as “Arbab Marhi”, which is a Sindhi term. The case
selected is from cent percent family owned enterprises. All the heads are in the business
is members of the same family. The business is located in one of the industrial cities in
Pakistan.

3.3 Sample and Data Collection

The case study selected for the purpose of understanding the family business, cultures
and traditions related to it in Pakistan is The Arbab Farm Productions. They have a huge
25
 line of business dealing in variety of crop productions like wheat, sugarcane along with
dairy farming, supplying it directly to major cities like Karachi, Islamabad, Lahore etc as
well and petrol stations. They are on of ancient families in Pakistan who has continued
their family business for around three major generations now with the fourth generation
ready to take it up soon.
The data was collected by conducting an interview of the next potential successor of The
Arbab Farm productions. The respondent is doing his bachelors at Taylors University.
The data was collected on 7th October.

3.4 Analysis
Thematic analysis has been used as a mode for analyzing the data collected in this
research. Thematic analysis is a technique for assessing qualitative data. Generally, it
refers to a collection of papers, such an interviews or a transcription. To find recurring
characteristics, concepts, and sequences of interpretation that recur, the researcher
carefully analyses the information. This method has been used as thematic analysis is a
better way to understand studies that are related to people’s opinions or cultures or
values. A deductive approach has been made as research was already made on family
business. There were preconceived thoughts and relatively, the findings from the case
study analysis and the existing knowledge is compared and reflected.

26
 CHAPTER 4

27
 4.0Results and Discussions
Company Name Industry/Sector Generations
Arbab Farm Productions Farm Sector Three generations

4.1 Background on Arbab Farm Productions

Arbab Farm Productions was established before 1932; even before British left the
country and Pakistan was not an independent country. It was started by 2 brothers, one
being the great grand-father of the respondent, Arbab Haji Muhammed Siddique
Samoon. However, the business was going very well in the early stages when the
ownership was passed on to the grand-father of the respondent, Arbab Saleh
Muhammed Samoon, after the death of the great grand father (1960).
The issues started in 1972, when the ruling party changed to Pakistan’s Peoples Party
(PPP). Zulifquar Ali Bhutto was elected as the prime minister of Pakistan. He brought
many industrial reforms and land reforms to eradicate poverty from Pakistan and to
stop the Landlord system. The reforms that he brought was really beneficial for the
farmers who were working in lands. He took the ownership of the lands from several
landlords who has numerous land holdings and gave to the farmers and servants who
used to work in the farms. He instructed the district commissioners to change the
ownership to the lands to the name of the farmers. Hence, the poor sections were the
ones who used to support his rule. This change impacted the Arbab Farm productions
adversely because they were landlord. As a result of this reform, they lost many of their
land ownerships. They had crop productions like vegetables, fruits like bananas,
mangoes, lemon etc and sugarcane and various other crops and they supply their
produces to other main cities of Pakistan.
So, when he changed the ownership, all their productions were impacted and it was a
huge loss for the Arbab Productions as a whole. The respondent claimed that his
grandfather used to be really upset and in worry because the farmers and workers that
once used to work under him, no more respected any of his orders. The farmers were
empowered so much that they started disregarding their landlords. This was the

28
 toughest period that the business had to go through, the savings, the productions all
came to a stop.
The 5 years that he ruled (1971-1977), the family business did not have any particular
income and hence had already used whole of their savings. After 1977, the army took
control over Pakistan and the General Zia’ul Haq became the dictator. In the course of
his rule, he reversed the reforms and changes that Bhutto had initiated. So the
respondents grandfather reopened the crop production business and expanded it to dairy
farming and fish farming. Since then, the business started seeing heights and they
started becoming successful. In the initial stage, the company used to sell their dairy
production to retailors and the retailor used to sell it further. After that, the respondents
grandfather had an idea to open his own supply and hence he started supplying the
dairy productions to hotels in major cities, factories who use dairy as their ingredient.
This was a game changer for their business as they saved the retailor cost and people
preferred their products as they did not used to mix water with the milk. The
respondents grandfather had a strict rule of not mixing water with the milk and hence
people’s needs increased and they preferred their milk.
So the brand, Arbab Productions was recognized by people and hence they became a
brand. This recognition came with loyal customers. Since the quality was premium, the
demand for the products also increased more than expected. So, the business was
expanded and there was a really good turnover. By this time, the lands that he lost
during the earlier reforms, he bought it back since his turnover increased. The tough
time that the respondents grandfather faced could have drowned the business as a whole
but with impressive tactics and strategies, the respondents grandfather handled the
situation properly and made the business successful.
In the late 1990’s, the respondents grandfather passed away and the ownership was
passed to the respondents father, Arbab Imam Dino Samoon. He was determined to
expand and diversify the business and hence expanded their business to real estate as
well. Once the ownership was passed to the respondents father, the authority and
responsibility of decision making was passed to him. He has the responsibility of
solving if any conflicts arise between villages as he is the head of 13 villages coming
under their district. Since the business was huge and the responsibility of handling 13
villages was a huge responsibility for the respondents father. The respondents father has
29
 2 brothers who are also involved in managing the business. Though they do not have
the decision making authority, they are like the right and left hand of the respondents
father. They take part in the decision making process and they have the freedom to
voice their opinion about different matters. The respondent and the respondents sister
are the heir of the incumbent now. So, the respondent is the potential successor and
hence, he expressed his father’s willingness for him to join the family business. His
fathers one requirement was for the successor, that is the respondent to finish his degree
and then pursue the family business. There is no force on the respondent to join the
family business as such. He has the autonomy to either pursue his career by joining the
family business or he can start his own business if he is willing to that. While
interviewing the respondent, he expressed his wish to join the family business. When
the respondent was a child, he used to accompany his father and grandfather to their
farms and estates and used to be really fascinated by the dynasty that his elders
established. He was always encouraged in his childhood and his teenage years to join
his family business.
When he talked about the values and cultures that has been passed on in his family, he
expressed his deep respect towards his family values and cultures. His family has been
following the humanity concept and has made sure that, no matter how rich they
become, they would not take that to their hearts and would always treat people lower to
them with due respect and love. The respondents father is a mediator and solves
conflicts between the local people in his village. The respondent expressed that they
have a strong culture and it includes certain obligations. They are not allowed to marry
outside their caste and hence marry within the family. None of their family members
have ever tried even a drop of alcohol or smoked cigarettes, due to Islamic factors and
otherwise. The young generation is not allowed to sit in the same level as their elders,
they either stand up or sit on the floor as a sign of respect during any family event or
discussions. The young does not have any say in a decision already taken by their
elders. There are such obligations that the respondent expressed that it sometimes
becomes a burden. The respondents cousins have already joined the business and work
as employees and are in the process of learning the business.
As the case of the respondent, Jam Iftikhar, he is still in the learning process. He often
visits his farms and lands while he goes back to his country for vacations. He has not
30
 taken up the succession yet, the ownership is still in the hands of his father. They also
follow the biradiri system and hence the lands are in the whole family’s name. This
helps to avoid rivalries or negative competitions among cousins.

4.2 Succession Intention

Through the course of the interview, it was understood that the potential successor of
The Arbab Farm productions, that is the respondent is willing to take up the family
business and continue the 4th generation of the business. As he mentioned in the
interview “I am willing to join the family business and realize the responsibility that I
have towards it”. The potential successor has always intended to join the family
business as he was taken to the business sites by his grandfather and father multiple
times when he was a child. Once when his grandfather took him to the farms he
recalled, “my grandfather took me to the farms one day and we were walking around
and he was doing his usual rounds, checking on farmers and other workers. My
grandfather is over 70 in age and still he made sure that he goes for rounds on a daily
basis. walking a bit, I got tired and I sat down in the farm and my grandfather laughed
and said, you are young blood and you are already tired of walking. Who will look after
the business if you become tired so easily?”. The respondent has always been
fascinated towards the determination that his grandfather and father had towards
growing the business. He took personal interest in joining the business ever since he
had the mind to think on his own.

4.3 Family Values

Family values are often correlated to the culture and tradition a country follows or a
group follows. Hence, in Pakistan, family values are adjacent to the country’s culture
and traditions. While interviewing the respondent, he expressed how much he has been
influenced by his family values. He expressed that he has seen his father and the
generations before his father strictly adhering to the values that have been passed on in
the family. The business has been continuing for this long because the values and
culture hold it together. He said, “Biradiri system is one of oldest cultural form in
Pakistan and my family has been following it”. Biradiri system which is also known as
brotherhood is one system that the Arbab family strictly follows. They believe that
31
 there is no bigger asset than family and uniting them and holding them together can
only result positively. He also spoke about the culture that his family follows of cross
culture marriage within families. He said “we Arbabs marry within our Arbab caste and
we are not supposed to marry outside the family”. He also expressed that he does not
agree with all the values and cultures and intends to bring changes in traditions like
marriages within the same caste and some other things. Apart from some of the cultures
and traditions that the respondent disagree with and would like to bring changes , the
family values have influenced the respondent a lot in his willingness to take up the
family business.

4.4 Successor Development

Pre entry stage activities of the respondent has already started. The respondent has
already gotten exposure to the family business. He has been taken to the family
discussions in the house, farms and office. He goes and checks on work while he goes
for vacations in Pakistan. So he has already entered the pre entry stage.
While interviewing the respondent, he told that in the entry stage, he will enter the
business as an employee and then he will learn the work.
In the succession stage, his father would fully transfer the ownership and the leadership
to his name. After that, he will have the decision making authority and the
responsibility to handle 13 different villages.

4.5 Kinship Culture

While interviewing the respondent, to get an insight about the kinship culture, he was
asked about the Biradiri system, which is basically brotherhood. He was also asked
about the cultural norms and values to get an insight about the kinship culture and the
influence of such a cultural norm on the succession. The respondent had a positive
response towards the Biradiri system. This made it clear that, any position vacant in the
family business would undoubtedly be given to the members in the family regardless of
their educational qualification. This system is basically where the father figure or elder
brother has the decision making authority. The respondent expressed the immense
respect for the father figure or elder brother figure gets and claimed he is the elder
brother in his family. In the current scenario, his father being the top head, is
32
 responsible to manage all the queries and resolve conflict if any. Moreover, such
cultures prefer to marry off their sons and daughters within their extended family so
that the business stays in the family itself. Some people follow this culture very strictly
but our respondents family does not seem to be that strict on this cultural norm. they
highly discourage women participation in the business even though they provide full
education rights to her. Hence, due to the obligations of such cultural norms, it is
difficult for the organisation to transform into a professionally handled organisation.

4.6 Islamic Inheritance Law

While interviewing the respondent, he was asked if they follow the Islamic inheritance
law in succession and he responded positively. In a religious driven country like
Pakistan, every activity, regardless monetary or non-monetary, happens within the
guidelines of Islam. The respondent claimed that they are taught since their childhood
that they have to carry on the family business once they become adult. According to the
Islamic law, the property of a man would be divided among his sons equally. If the man
does not have sons, then his earnings and assets are divided among his brothers and
their sons. The daughters are married off within the family and huge dowry is given off
during her marriage. The respondent agreed and said that this is the practice that they
have been following since years. Hence, every family business in Pakistan strictly
follows the Islamic inheritance law during the phase of succession.

ARBAB FAMILY TREE

Arbab Haji Muhammed Siddique Samoon

Arbab Saleh Muhammed Samoon

Arbab Imam Dino Samoon Arbab Siddique Arbab Zaid Samoon

Samoon

Arbab Sindhya
Samoon
Iftikhar
33
 Samoon
(successor)

CHAPTER 5

34
 5.0 CONCLUSION AND RECOMMENDATIONS
5.1 Limitations to the research
Owing to the intricacy of the native culture as well as the absence of a distinct line
separating culture and Islamic practises, the research of kinship system and
Inheritance law in Islam presented a flaw in the research. So the study process itself
offered components of culture and effective continuation of the family business from
the members of the family's view point rather than developing a notion addressing the
effects of culture and inheritance law in Islam and practices. Another drawback that had
to be encountered while doing the research was the difficulty in collecting data from
various sources; for example, the respondents father, cousins etc. An interview was
conducted of the respondent who is essentially the potential successor of The Arbab
Farm productions. The respondents father, who manages the business now, was not
available for an interview due to his busy schedule as he is in Pakistan. The respondent
is in Malaysia, pursuing his studies, so it was easy to conduct his interview.

5.2 Implication of research and practice

The information and comprehension developed through this study will offer a glimpse
into the succession process among family enterprises with a kinship structure. As a
result, the aims and goals were established for this experimental research. The first step
was to contrast the scholarly studies carried out in other regions of the world with the
successor patterns of locally owned family enterprises, rooted in the regional cultural
and religious framework. This served to bolster the body of existing scientific findings.
The second goal was to look into the family company succession patterns in Pakistan
because most family firms in that country are having trouble passing the torch from the
founders generation to the 2nd and 3rd generations of succession.
This study is anticipated to be helpful in addressing a number of compelling queries. To
offer in-depth views into the succession process inside Pakistani culture, the
accompanying questions were presented. What cultural aspects and standards in
Pakistan affect succession during the succession process? What are the beliefs,
standards, and behaviours that are influencing the realities of succession for family
members and disciples? How does each heir view and hope for the company' smooth
transition? Should it be the family's peace or the company's unity, or both are
35
 favourable? What do they believe to be the most important elements of a successful
leadership process, and why do they think this? How might they decide who would
receive what percentage of the family - owned businesses? Prior, throughout, and after
the inheritance, what would the relationships be between the family and their company?
Exist any connections among Islamic laws of succession and these practises? How
might a family handle the period following a succession? Each would member of the
family go their own way, maybe leading to family competition? Will they be employed
by huge corporations, etc.? The results would shed light on the change implementation
inside Pakistani culture's dominant kinship tradition.
Since family companies account for almost 80% of jobs in Pakistan, the health and
continuous expansion of these firms are crucial for a rising nation like Pakistan.
Therefore, the data and understanding gained via this research will offer new
perspectives on successful transition and successors growth. In order to accomplish
these goals, research on succession in family businesses was done. To get knowledge
about transition within family companies, researchers looked at the material on kinship
cultures, specific cultural standards in Pakistan, and Islamic inheritance rights.

5.3 Future Research Agenda

One case study may have apparent constraints; fewer resources were allocated for this
research. With the knowledge gained from this research, it would be ideal to look into
transformation and succession of family business in future. The findings, which are
qualitative in character, cannot be broadly applied scientifically. Future researchers can
construct a quantitative study in this area using the results of this investigation. This
might enable them to put the findings into a broader context. The family-owned
enterprises are very diverse. It is advised that the research be conducted in various
locations using the same method and plan. The respondent in this study is a successor.
Founders and managers may also be considered for future interviews.

36
 REFERENCES
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38
 APPENDIX – INTERVIEW
Interviewer: Assalamu’alaikum.

Respondent: Valaikumsalam

Interviewer: Can you introduce yourself?

Respondent: It’s me Arbab Iftikhar Samoon, I am 21 years old. I am studying in Taylor.

I am doing IBM.

Interviewer: can you tell us about your family background?

Respondent: yes, I belong to landlord family basically. My family is situated in

Pakistan, Sindh province. Basically, we are from Thatta, it is a district. And our

district is famous for its agricultural lands and fish farming.

Interviewer: do you have any siblings?

Respondent: yes, I have one sister. She is older than me and we are just two.

Interviewer: what religion do you follow?

Respondent: Alhamdulillah, I am muslim.

Interviewer: do you belong to any section of muslim?

Respondent: yes, we are Shia muslims.

Interviewer: can you tell us about your family business.

Respondent: yes, we have 2-3 family businesses. The first we have farming of crops,

wheat, tomato etc. then we have dairy farming as well, milk productions and we

also have petroleum services, we provide petrol in Pakistan.

Interviewer: do you supply to any cities in Pakistan?

Respondent: we have our petrol pump in Daroh cit, it’s a town in district thatta. We

also supply milk to major cities in Pakistan like Karachi, Lahore etc.

Interviewer: so when was the business found?

39
 Respondent: our business was found long ago, this is our 3 rd generation who is looking

after and working on it. Our farming and all started 100 years back from my great

grandfather. He used to have lands and he used to do farming of crops and dairy.

Interviewer: so which family members are involved in this?

Respondent: most probably, whole of my family. My uncles also do the same business.

Interviewer: so who in your family, in your opinion, is the decision maker?

Respondent: before, 2-3 years before, my grandfather was the decision maker. Now,

my father being the oldest child of my grandfather, he is the decision maker now.

He is the head of the family now. He is the decision maker now.

Interviewer: So, has your generation been working in the business?

Respondent: my older cousins and even my younger cousins, who are inside of

Pakistan, who go to the farms are involved in business.

Interviewer: are you involved in the business?

Respondent: not yet. Like when I was a child, my grandfather used to take me with him

to farms and meeting so I have an idea about it.

Interviewer: Have your parents been always expecting you to join the family business?

Respondent: yes, my parents are expecting me to join the business and the business is

properly settled. I am the only son of my parents so I want to join the business.

Once I clear my degree, I will join the business.

Interviewer: is there any force from your family?

Respondent: there is no force from my family. My father would be okay if I want to

start my own business or if I want to go somewhere. He is really supportive and

there is no force. I have all the freedom to choose.

40
 Interviewer: Tell us about your growing up, have you followed your parents to the

company, meeting stake / shareholders or business events?

Respondent: yes, most of the times I used to go with my grandfather, when I was 13-14

years old. I used to go the farms and I recall an incident, when I went to farm with my

grandfather. Or farm is 5000-6000 acres and my grandfather used to go for rounds even

at the age of 70. So when I walked for some time. I became tired and I sat down. He

made fun of me saying that I am young blood and I am already tired and now how will

I take care of the whole business.

Interviewer: so will you join the family business in the future:

Respondent: yes, Inshallah I will join after I complete my degree. I want to expand my

business and so I am doing IBM so that I can apply the degree in my business.

Interviewer: how about your other siblings?

Respondent: I have just one sister. She can’t join the business but can join as a partner.

Interviewer: what about your cousins?

Respondents: my cousins who are in Pakistan are already working and involved in the

business.

Interviewer: What are the family values that your parents have always been telling you

since childhood?

Respondent: there are lot of family values. The basic ones maybe, we are Arbabs and

we can’t marry outside our caste Arbab. Our values are our cultures and traditions. I

can marry to Arbab caste. We must follow our values as they are our identity. There is

tradition that we follow, there is a cap known as “sakafath”, we are supposed to wear

that whenever we go for any marriage. We have an ajrak, a shawl basically and we

have to wear that too. If any guests come to our place, we have to greet them with ajrak

41
 and cap. We are also taught to be down to earth. We are taught to treat our farmers and

workers as our own brothers and respect them well.

Interviewer: do you follow biradiri system?

Respondent: yes, we have to follow it and we have it in our village. Earlier, my

grandtaher was the authority and now my father is the main authority and decision

maker. My father is responsible to look after 11-13 villages, he has the authority and

responsibility of resolving conflicts of these people and be there for them. It been

followed and passed on through our ancestors and we have to follow it. Even, we

follow Islamic inheritance law that we follow.

Interviewer: what is meaning of family values to you? Do you follow every values, is it

important to you?

Respondent: yes, it is like our identity. Every child has to follow the traditions and

cultures.

Interviewer: is there any values that you feel like a burden?

Respondent: yes, some values. Like we cannot go out alone, even guys. We have

rivalries and so we always have to have security guards with you. Second, marrying

within Arbab family caste. Third, drinking, smoking is also prohibitted in our family.

Interviewer: are you against it? Have you tried any of these?

Respondent: I have tried alcohol and I have smoked as well. Sometimes, I do feel guilty

about it breaking my family culture.

Interviewer: Do you think that your family values are related to your willingness to

continue your family’s business?

42
 Respondent: yes, obviously. My family values are important to me. The business has

been passed on through generations and it’s our responsibility to look after our business

and its our culture and I am willing to up keep that culture.

Interviewer: do you wish by yourself to join the business?

Respondent: yes, I am interested in land farming and since childhood, I have been

visiting my farms and I have knowledge about it and I will join in future, Inshallah.

Interviewer: So what do you think will happen to the business, if you don’t join the

business?

Respondent: nothing will happen if I don’t join the business. My cousins eho are

already working, they will take care of it.

Interviewer: What happens to the ownership?

Respondent: ownership would remain with me. We have 1000’s of acres. Tehre is 4000

for my father and the rest for my 2 uncles. The ownership of my father will be passed

on to me.

Interviewer: what happens to decision making?

Respondent: I will be responsible for decision making. If I don’t join the business, my

eldest cousin might be responsible.

Interviewer: how would your parents feel if you won’t join the family business?

Respondent: obviously, they will get upset as this is the 3 rd generation the business has

been passed onto. And my parents would want me to take up the business and continue

the tradition and upkeep the name of the business.

Interviewer: would you be sad, if you don’t join the business?

Respondent: obviously, I will be sad. But I am interested and fascinated about my

family business and I will join as I don’t like anybody ruling me and have a free life.

43
 Interviewer: If you join the family business in the future, continuing what has been built

by your family, how would you feel?

Respondent: obviously, I will feel proud at what my grandfathers and father has built.

My business was found so much before and they have grown it really well. At the same

time. I am worried if I can upkeep it the way they kept it.

Interviewer: Okay. Thankyou so much, it was really nice talking to you.

Respondent: Thankyou so much.

SUPERVISOR – STUDENT MEETING RECORD

Student Name: GADHA SHAHEEN

Programme: BBA HONS IN INTERNATIONAL BUSINESS AND
MARKETING

Module Code: PRJ60104

Supervisor Name: Dr. FERANITA
Day/Date/Time and Duration of meeting:

Purpose of meeting:

Key issues discussed:

Agreed action and deadline:

Signature of the Student:

GADHA SHAHEEN
Date: 23.11.2022

Signature of the Supervisor:

44 Date:
45
 Research Ethics Check-list

Please complete this check-list before executing your research. A copy of the signed and
dated Research Ethics Check-list must be submitted together with the Project as appendix.

Student Name GADHA SHAHEEN

Student I.D. 0341062
Programme BBA HONS IN INTERNATIONAL BUSINESS & MARKETING
Module Code PRJ60104
Supervisor Name Dr. FERANITA
Research Project Title FACTORS INFLUENCING THE WILLINGNESS OF THE
NEXT GENERATION TO TAKE UP THE FAMILY BUSINESS

No. Check-list Yes (please explain briefly) No

1. Will you be collecting primary data from Yes, I have interviewed a person from
human subjects? Pakistan running family business
2. Will you be involving respondents who are No
children or vulnerable adults?
3. Will the data collection process cause No
anxiety/stress to respondents?
4. Will you be going to collect any data that No
is of a sensitive and/or confidential nature
from your respondents?
5. Will you be safeguarding the anonymity of Yes
your respondents and assure the
confidentiality of data collected?
6. Will there be any kind of risks to you, to No
the respondents or to the University that No
may result from conducting this research?
7. Will you be collecting Yes
data from organisation/s?
8. Do you foresee any ethical issues that may No
arise from your research?

Student’s signature: GADHA SHAHEEN Date: 23.11.22

Supervisor’s Signature: Date:

SUPERVISOR REVIEW RECORD

Student Name: GADHA SHAHEEN

46
Student ID: 0341062
Programme: BBA HONS IN INTERNATIONAL BUSINESS & MARKETING
Module Code: PRJ60104

I hereby confirm that I have progressively reviewed all the chapters of the above student’s
FYP.

Supervisor’s Name: Dr. FERANITA

Supervisor’s Signature: Date:

47
 MARKING RUBRICS
Sub-Attributes % Outstanding (9-10) Mastering (7-8) Developing (5-6) Beginning (0-4)
TCG2b_2b.1: 10 Integrate Explore Generate Provide
Flexibility and % literature literature literature literature
divergent information information information information
thinking (10%) from multiple from multiple from few from a single
perspectives and perspectives perspective perspective
is able to s
shift readily
from one
perspective
to another
TCG2b_2b.4: 10 Select and use Analyse the issue Analyse the issue Analyse the
Analyze and % journal articles with the most with some issue with little
synthesize the or current relevant journal relevant journal journal articles
evidence (10%) research papers articles or current articles or current or current
from sources research papers, research papers, research
with enough and evaluate it with and evaluate it papers,
interpretation to some with little evidence and
develop a evidence and evidence and logical
comprehensive logical simplistic reasoning
analysis or reasoning logical
synthesis acknowledged reasoning

TCG2b_2b:5: Justify 20 Articulate a Articulate a Articulate a Does not

and theorize your % detailed position position and the position and the articulate a clear
position and the reasoning basic reasoning basic reasoning position and
(perspective/thesis/hypot behind research behind research behind research fails to support
hesis) (20%) hypothesis or hypothesis or hypothesis or all research
themes and themes and themes and hypothesis/them
develop a develops a develops a es or justify a
reasonable and reasonable and reasonable and well conclusion/
well thought- out well thought- out thought-out solution. Does
conclusion/solution conclusion/solution conclusion/solution. not recognise
. . Partially recognises biases or
Fully recognizes Adequately biases or multiple multiple points
biases and recognizes biases points of view of view
multiple points of or multiple
view points of view
TCG3_3.1: Deliver 10 Deliver compelling Deliver a central Deliver basic Deliver
content with % content which content which content which superficial
consideration of demonstrates a demonstrates a demonstrates a content which
audience, purpose, and thorough thorough basic demonstrates a
context surrounding understanding of understanding of understanding of lacked of
the task, both orally appropriate appropriate appropriate understanding
and in written form as research context, research context, research context, of appropriate
well as any other audience and audience and audience and research
appropriate forms purpose, in written purpose, in written purpose, in written context,
(10%) forms forms forms audience and
purpose, in
written forms

TCG3_3.2: Demonstrate 10 Demonstrate Demonstrate Demonstrate Demonstrate little

disciplinary convention % detailed attention competent attention adequate attention attention and

48
 and display organisation and successful and execution of a and execution of a execution of a
(10%) execution of a wide wide range of wide range of wide range of
range of conventions conventions conventions
conventions particular to a particular to a particular to a
particular to a specific research specific research specific research
specific research topic including topic including topic including
topic including organization, organization, organization,
organization, content, content, content,
content, presentation presentation presentation
presentation formatting and formatting and formatting and
formatting and style style style style
TCG3_3.4: Use 20 Uses a variety of Uses adequate Uses adequate, but Uses little or
supporting evidence (20%) % supporting evidence supporting sometimes irrelevant, irrelevant
(quantitative data or evidence supporting evidence supporting
interview (quantitative data (quantitative data or evidence
transcripts), making or interview interview (quantitative
appropriate transcripts), transcripts), making data or
reference to making adequate, but interview
information or appropriate sometimes transcripts),
analysis that reference to inappropriate, with little
significantly information or reference to reference to
supports the points analysis that information or information or
being made supports the points analysis that supports analysis that
being made the points being supports the
made points being
made
TCG6_4.1: 5% Demonstrate Demonstrate Demonstrate Demonstrate
Demonstrate self- autonomy and a autonomy and a commitment to limited
directed learning continued continued project paper and commitment to
(5%) commitment to commitment to learn independently project paper
project paper and project paper and using a variety of and learn
learn learn self-directed learning independently
independently, in a independently, at activities using a variety
consistent manner, various occasions, of self-directed
using a variety of using a variety of learning
self-directed self-directed activities
learning activities learning activities
TCG6_4.2: Demonstrate 5% Explore research Explore research Explore research Explore research
self-inquiry in learning topics in- depth, topics in depth, topics with some topics at a surface
(5%) yielding a rich yielding insight evidence of depth, level, providing
awareness and/or and/or information providing occasional little insight
little- known indicating interest, insight and/or and/or information
information initiative and effort information beyond the very
indicating intense in the subject indicating mild basic facts
interest, initiative interest, initiative indicating low
and effort in the and effort in the interest, initiative
subject subject and effort in the
subject

TCG8_8.4: Function
effectively and
constructively in a global
environment and in a
variety of contemporary
global contexts (5%).
49
5% Apply knowledge Plan and evaluate Formulate practical Define global
and skills to more complex yet elementary challenges in basic
implement solutions to global solutions to global ways, including a
sophisticated, challenges that are challenges that use at limited number of
appropriate, and appropriate to their least two disciplinary perspectives and
workable solutions to contexts using perspectives (such as solutions.
address complex multiple disciplinary cultural, historical,

TCG8_8.5: Demonstrate a
knowledge and respect of
ethics and ethical standards
(5%).
50
global problems perspectives (such as and scientific).
using cultural, historical,
interdisciplinary and
perspectives scientific)
independently
5% Maintain a high Commit to ethical Consider ethical Prioritize self-
level of ethical integrity by integrity over self- interest over
integrity by always sometimes interest occasionally ethical integrity
prioritizing ethical prioritizing ethical when facing ethical when facing
values over self- values over self- dilemmas. Be aware ethical
interest. Be aware of interest. Be aware of of ethical concerns dilemmas. Be
ethical concerns and ethical concerns and and research bias. aware of ethical
research bias. research bias. concerns and
research bias.
 MARKER’S REPORT

Student’s name GADHA SHAHEEN

Student’s I.D. No. 0341062
Research Topic

Programme (please circle) BA / IB / HRM / IBM / MKT / AF / FE / BF

Module Code
Marker’s name (please circle) Dr. / Mr / Ms

Marks awarded
Final Project Marks (after
2nd marking)*
Supervisor’s report
2nd marker’s report
3rd marker’s report

*To be completed by supervisor when mark difference is more than5 marks:

Comments given by supervisor after the discussion with 2nd marker

(1) Need 3rd marking Yes No

51
 Please notify students the final year project grade, NOT the
marks. Students will be provided a copy of the Project Paper
Scoring Rubric (with additional comments) after the
Business School has finalised the final year project grades.

Marker’s Comments

1st Marker 2nd Marker 3rd Marker

Introduction

Literature Review

Research Methodology

Result & Discussion

Conclusion & Recommendations

Marks
Grade
Marker’ Name
52
 Marker’s Signature
Date:

Grading Standard for Taylor’s University

(for marker’s reference only

GradeMarker’ Definition Description

Name
Marker’s Evidence of original thinking; demonstrated outstanding
A Signature Excellent capacity to analyse and synthesise; outstanding grasp of
subject matter; evidence of extensive knowledge base.
Date: Evidence of grasp of subject matter, critical capacity and
A- Very Good analytical ability; understanding of relevant issues;
evidence of familiarity with the literature.
B+ 70-74 3.33
B 65-69 3.00 Good Evidence of grasp of subject matter, critical capacity and
analytical ability; reasonable understanding of relevant
issues; evidence of familiarity with the literature.
B- 60-64 2.67 Evidence of some understanding of the subject matter;
C+ 55-59 2.33 Pass ability to develop solutions to simple problems; benefiting
C 50-54 2.00 from his/her university experience.
D+ 47-49 1.67
D 44-46 1.33 Marginal Evidence of minimally acceptable familiarity with subject
D- 40-43 1.00 Fail matter, critical and analytical skills.
F 0-39 0.00
WD - -
F(W) 0 0.00

IN - -
P - -
(Valid as of 2 April, 2013 and subject to
change without notice)

53