Still a family firm after knowledge transformation? Generational change and enterprise development of plastic manufacturing firms in Malaysia

Bibliographic Data

ID12549865
AuthorsLee Kean Yew (0000-0002-2313-4066, Asia-Europe Institute, University of Malaya, Jalan Universiti, Kuala Lumpur, Malaysia, corresponding author)
Year2020
Volume26
Issue3
Pages403-428
Publication date2020-05-31
Peer ReviewedYes
Open AccessNo
TypeARTICLE
VenueJournal of the Asia Pacific Economy (JOURNAL)
Journal identifiersISSN: 1354-7860 • E-ISSN: 1469-9648
PublisherRoutledge (PUBLISHER • GB)
DOI10.1080/13547860.2020.1771831
OpenAlexW3033866631
LanguageEN
Citations received2
References cited56

This article focuses the changes in the family firms following the development of knowledge transformation with innovation across generational changes, with specific attention given top plastic manufacturing. The case study method is used to examine the impact of generational tracing by tracing the changes in objective, 3Ms and innovation when the new generation attempts to transform the tacit knowledge of the founder by developing the quality products. The results provide an insight into key changes of 3Ms, concept developed by Alfred Chandler, which refers to a firm’s capacity to develop its manufacturing, management and marketing by codifying tacit knowledge and adopting professional management. The changes in the knowledge transformation indicate the cooperative ties with government and MNCs could serve to facilitate enterprise development of plastic manufacturing in Malaysia

Business · Government (linguistics · Industrial organization · Knowledge management · Multinational corporation · Quality (philosophy · Tacit knowledge · Tracing · Computer Science · Entrepreneurship Studies and Influences · Family Business Performance and Succession · Migration, Ethnicity, and Economy · Marketing

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