Publication : Books & Booklets by Leilanie Mohd Nor
Co-editors and authors researched sixteen transgenerational family firms from ten countries (Hong... more Co-editors and authors researched sixteen transgenerational family firms from ten countries (Hong Kong, India, Malaysia, Belgium, UK, Brazil, Colombia, Venezuela, Uganda, and USA) to produce this powerful research booklet that is now available for academics, practitioners, and families!
"KARANGKRAF: GROWING WHILE ENERGIZING MALAYSIAN SOULS
AND MINDS" written by Asst. Prof. Dr. Leilanie Mohd Nor and Assoc. Prof. Dr. Mohar Yusof is on Chapter 7; page 51.
The research is done using the GEM APS and NES surveys. Malaysia has participated every year sinc... more The research is done using the GEM APS and NES surveys. Malaysia has participated every year since 2009 thus allowing for a longitudinal study (2009 - 2013). This individual-level measurement goes to the root of business activity and allows for a more comprehensive account of business activity as compared to measuring formally registered businesses. It captures both formal and informal business activity measuring Malaysia’s aspirations, attitudes and activities.
17 family businesses Europe, Latin America and Asia : The process of creating new streams of valu... more 17 family businesses Europe, Latin America and Asia : The process of creating new streams of value across time is a complicated phenomenon with many factors playing a significant role. Despite the diverse factors and global nature of family firms, our analysis of the learning from the STEP Project has revealed at least four common themes:
• Entrepreneurial attitudes, behaviors, and performance
• Resources and familiness
• Governance and planning
• Knowledge and competencies
RESOURCES AND FAMILINESS:
"MALAYSIA : FAMILY-INFLUENCED RESOURCE POOL (FAMILINESS) AND ENTREPRENEURIAL PERFORMANCE"
written by Leilanie Mohd Nor, Mohar Yusof, Siri Roland Xavier, Dewi Amat Sapuan, Universiti Tun Abdul Razak.
on page 39.
This entrepreneurship study was done not only to indicate the entrepreneurial activity in Malaysi... more This entrepreneurship study was done not only to indicate the entrepreneurial activity in Malaysia but also to compare Malaysia with countries within the GEM international
entrepreneurship survey. These countries are at various stages of development and this will allow us to better understand where we stand and more importantly how we can go forward, via policies and/or regulations with less guesswork and more actual and factual information.
This entrepreneurship study was done to compare different nations and also the Malaysian GEM data... more This entrepreneurship study was done to compare different nations and also the Malaysian GEM data collected between 2009 and 2010.
Papers by Leilanie Mohd Nor
This exploratory study was to investigate the differences between family business and non-family ... more This exploratory study was to investigate the differences between family business and non-family business in the decision making process when creating ventures. How, why, and possibly for whom are these decisions made for; and further explored on how different the decision making process is between family business and non-family business. The research involved a deep investigation into three family businesses and compared it with one non-family business in several cases of decision making on substantial investments. The interviews were carried out over nine months. The findings of the study proved “why” the patriarch created the ventures. The reasons were not solely for business growth but the priority was for his family, i.e. “what they want for the family, rather than what they get from the business”. The substantial contribution of the study is “how” the mode of new ventures (new venture managed by family managers vs. new venture managed by non-family managers) was decided upon based on the philosophy of the patriarch, his motivation, the speed of decision making process, the level of permissiveness and the perceived trust within the family and employees. This study also contributed in developing an emergent theory and model of the decision making process in venture creation within a family business, therefore, promoting the theoretical development in family business research. The boundary of the research is within the “intangible” component of the resource-based view (RBV) and is limited to the perspectives of the founder in his decision making on venture creation. The emergent theory deserves foremost attention for future theory testing to validate the theory and this would certainly add scholastic value in the field of entrepreneurship, specifically, in the area of family business.
The impact of medication adherence is proven to affect hospitalization risk and healthcare cost. ... more The impact of medication adherence is proven to affect hospitalization risk and healthcare cost. In Malaysia, failure in taking medication as prescribed is a complicated and common problem. There are many reasons people fail to take their medication as prescribed. Some of the few common issues are remembering to consume their medicine timely, doubts in medication effectiveness, concerns on side effects or having difficulty in taking the medication (especially with injections or inhalers) and rising cost of prescribed medications. Tracking patient medication intake leads to many advantages, one of which is lower medication due to adherence, health-care cost which effects insurance coverage premiums. In this paper, we develop an application to track medication using a smart phone and the use of QR code. Each medication transaction requires a proof of work to signify that the user have taken their medication at the correct date and time. A QR-Code reader will be used to capture medication taken printed on medication labels and each scan is considered as a proof of work. Our contribution is to create a mobile application that can help track medication intake, as well as remind, inform and warn users about the medication that they are taking.
This study uses Ajzen's theory of planned behaviour to predict entrepreneurial intention among 16... more This study uses Ajzen's theory of planned behaviour to predict entrepreneurial intention among 160 students in Malaysia. The purpose is to investigate the effects of its antecedents, particularly when applied to students from family business background. A new construct was also introduced to the model in examining the role of perceived behavioural control as a mediator between alertness and intention. Results indicate a strong explanatory power in this model as well as confirming a strong support on its applicability in the entrepreneurship field. The significant effects of family business background were also validated. In addition, the role of the mediator of perceived behavioural control was tested and confirmed suggesting the importance of the state of entrepreneurial alertness to intention.
International Journal of Business Administration, 2011
Developing Next Generation Leaders for Transgenerational Entrepreneurial Family Enterprises, 2015
This paper focused on academic entrepreneurship, an emerging phenomenon in Malaysian public resea... more This paper focused on academic entrepreneurship, an emerging phenomenon in Malaysian public research universities. The research demonstrated that academic entrepreneurship produced positive impact on research commercialization and university technology transfer for these public research universities. Academic entrepreneurship was also found to be one of the missing gaps in fulfilling the complete process of research and development up to commercialization. This study provided evidence of the appropriateness of using an organizational framework of academic entrepreneurship to measure the influence of the internal environment in stimulating the level of academic entrepreneurship. The results demonstrated that control systems, organizational culture, human resource management systems and entrepreneurial leadership behaviour were key predictors of academic entrepreneurship in these universities.
Procedia Economics and Finance, 2012
ABSTRACT This study explored women entrepreneurs who made a change from salaried employment to ow... more ABSTRACT This study explored women entrepreneurs who made a change from salaried employment to ownership of small and medium businesses. The study used a convenience sample comprising 153 women started their own businesses. The study focused on; first, the factors that cause women to leave employment for business ownership; second, their personal and entrepreneurial characteristics and; last, the challenges they faced during the transition from salaried employment to business ownership. A self-administered questionnaire was distributed by hand, email and fax. The main factors identified to have spurred women to leave employment for business ownership were a need to achieve personal growth, independence and the economic payoff. Passion for the business, listening and communication skills, and self discipline were among the most common personal skills. The prime entrepreneurial skills that were indicated include confidence, leadership, creative thinking in problem solving, being efficient and effective in executing plans, entrepreneurial and business knowledge, being analytical, balancing skills between personal and business life, and flexibility. The challenges faced by the respondents were a shortage of professional staff, shortage of general staff, issues of development and growth, financial constraints due to high overheads and a lack of consultation advice from experts.
Journal of Family Business Management, 2014
International Journal of Business Administration, 2011
This is a conceptual paper in exploring the differences in decision making process between family... more This is a conceptual paper in exploring the differences in decision making process between family business and non-family business in the construction industry in Malaysia. The understanding of the complexity and dynamics of a family business is becoming more prevalent among researchers. Fast decision making is not only seen as necessary but crucial to ensure speed and efficiency in responding to market opportunities and maneuvering through market uncertainties and tumultuous environment, with the intention to diversify their businesses by finding opportunities towards new venture creation. This study intends to suggest how to simplify decision making and find tactics to have quality decision making. Hence, this study will focus primarily on the decision making process which is mapped against the Bayesian causal map.
The sampling in this GEM 2013 research study covered an estimated 75% of the world’s population a... more The sampling in this GEM 2013 research study covered an estimated 75% of the world’s population and 90% of the world’s total GDP. The research is done using the GEM APS and NES surveys. Malaysia has participated every year since 2009 thus allowing for a longitudinal study. This individual-level measurement goes to the root of business activity and allows for a more comprehensive account of business activity as compared to measuring formally registered businesses. It captures both formal and informal business activity measuring Malaysia’s aspirations, attitudes and activities.
PhD Thesis by Leilanie Mohd Nor
This exploratory study was to investigate the differences between family business and non-family ... more This exploratory study was to investigate the differences between family business and non-family business in the decision making process when creating ventures. How, why, and possibly for whom are these decisions made for; and further explored on how different the decision making process is between family business and non-family business. The research involved a deep investigation into three family businesses and compared it with one non-family business in several cases of decision making on substantial investments. The interviews were carried out over nine months. The findings of the study proved “why” the patriarch created the ventures. The reasons were not solely for business growth but the priority was for his family, i.e. “what they want for the family, rather than what they get from the business”. The substantial contribution of the study is “how” the mode of new ventures (new venture managed by family managers vs. new venture managed by non-family managers) was decided upon based on the philosophy of the patriarch, his motivation, the speed of decision making process, the level of permissiveness and the perceived trust within the family and employees. This study also contributed in developing an emergent theory and model of the decision making process in venture creation within a family business, therefore, promoting the theoretical development in family business research. The boundary of the research is within the “intangible” component of the resource-based view (RBV) and is limited to the perspectives of the founder in his decision making on venture creation. The emergent theory deserves foremost attention for future theory testing to validate the theory and this would certainly add scholastic value in the field of entrepreneurship, specifically, in the area of family business.
Cases by Leilanie Mohd Nor
PCsquared is one of the local contractors involved in waste management, landscaping, cleaning and... more PCsquared is one of the local contractors involved in waste management, landscaping, cleaning and pest control services to assist in maintaining a clean and hygienic environment for city dwellers in Kuala Lumpur. The founder, Armin Hadi founded PCsquared in 1995 with his wife, Frida Zain. The co-founders were Armin’s brother, Azri, together with the family’s closest friend, Nathan Peters, and Shahril Elias, a well to do entrepreneur who wanted to invest in the company. Over the years, the business had engaged a selection of experienced executives to manage the business, including Nathan, who, after 8 years of working with Armin had helped to enlist Rushdi Ahmad in replacing himself in 2003 because he decided to strike out on his own by setting up a business in the same industry. Rushdi was a former colleague of Armin and Nathan, when they all were working at UDA Holdings Berhad, a privatized government agency.
Armin passed away in July 2013 due to complications from a bariatric surgery, just a month after Belle graduated with a Bachelor of Business Management degree with honours and majored in Entrepreneurship from Universiti Tun Abdul Razak (UNIRAZAK). At the age of 24 years old, Belle stepped up and undertook the responsibility of working with the family business. However, Rushdi insisted on replacing Armin’s position as Managing Director during the Extraordinary General Meeting, arguing that he is the right person to lead as he had the knowledge of the industry and had been working alongside Armin in the company’s top management in the past decade. Belle and her family decided not to be confrontational with Rushdi and agreed with his decision.
Belle is now put to the challenged to prove that she is capable and worthy of the responsibilities that she had assumed upon herself. She had taken the initiative to learn as much as she possibly could, and going down to the ground, with “her men” to clean up the city. She had also proposed ways to improve not just the operations of the business, but also the working condition of “her men”.
Belle’s mother, although seemingly silent about Rushdi’s aggressive actions, she does believe that her late husband had wanted Belle to protect the business for the good of the family and the business, and taking care of the employees. Belle and her mother, Frida Zain, the company’s combined majority shareholder, are concerned about retaining the company under the family control, more so when her father’s closest friend and former partner, Nathan, discloses that Rushdi has doubts about Belle and her family’s capability in running the company, and is thinking of having the company run by professionals. However, Belle’s affection for her family, her patience, her caring nature, coupled with her strive for success and determination, are felt not just by her immediate family members, but also her employees.
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Publication : Books & Booklets by Leilanie Mohd Nor
"KARANGKRAF: GROWING WHILE ENERGIZING MALAYSIAN SOULS
AND MINDS" written by Asst. Prof. Dr. Leilanie Mohd Nor and Assoc. Prof. Dr. Mohar Yusof is on Chapter 7; page 51.
• Entrepreneurial attitudes, behaviors, and performance
• Resources and familiness
• Governance and planning
• Knowledge and competencies
RESOURCES AND FAMILINESS:
"MALAYSIA : FAMILY-INFLUENCED RESOURCE POOL (FAMILINESS) AND ENTREPRENEURIAL PERFORMANCE"
written by Leilanie Mohd Nor, Mohar Yusof, Siri Roland Xavier, Dewi Amat Sapuan, Universiti Tun Abdul Razak.
on page 39.
entrepreneurship survey. These countries are at various stages of development and this will allow us to better understand where we stand and more importantly how we can go forward, via policies and/or regulations with less guesswork and more actual and factual information.
Papers by Leilanie Mohd Nor
PhD Thesis by Leilanie Mohd Nor
Cases by Leilanie Mohd Nor
Armin passed away in July 2013 due to complications from a bariatric surgery, just a month after Belle graduated with a Bachelor of Business Management degree with honours and majored in Entrepreneurship from Universiti Tun Abdul Razak (UNIRAZAK). At the age of 24 years old, Belle stepped up and undertook the responsibility of working with the family business. However, Rushdi insisted on replacing Armin’s position as Managing Director during the Extraordinary General Meeting, arguing that he is the right person to lead as he had the knowledge of the industry and had been working alongside Armin in the company’s top management in the past decade. Belle and her family decided not to be confrontational with Rushdi and agreed with his decision.
Belle is now put to the challenged to prove that she is capable and worthy of the responsibilities that she had assumed upon herself. She had taken the initiative to learn as much as she possibly could, and going down to the ground, with “her men” to clean up the city. She had also proposed ways to improve not just the operations of the business, but also the working condition of “her men”.
Belle’s mother, although seemingly silent about Rushdi’s aggressive actions, she does believe that her late husband had wanted Belle to protect the business for the good of the family and the business, and taking care of the employees. Belle and her mother, Frida Zain, the company’s combined majority shareholder, are concerned about retaining the company under the family control, more so when her father’s closest friend and former partner, Nathan, discloses that Rushdi has doubts about Belle and her family’s capability in running the company, and is thinking of having the company run by professionals. However, Belle’s affection for her family, her patience, her caring nature, coupled with her strive for success and determination, are felt not just by her immediate family members, but also her employees.
"KARANGKRAF: GROWING WHILE ENERGIZING MALAYSIAN SOULS
AND MINDS" written by Asst. Prof. Dr. Leilanie Mohd Nor and Assoc. Prof. Dr. Mohar Yusof is on Chapter 7; page 51.
• Entrepreneurial attitudes, behaviors, and performance
• Resources and familiness
• Governance and planning
• Knowledge and competencies
RESOURCES AND FAMILINESS:
"MALAYSIA : FAMILY-INFLUENCED RESOURCE POOL (FAMILINESS) AND ENTREPRENEURIAL PERFORMANCE"
written by Leilanie Mohd Nor, Mohar Yusof, Siri Roland Xavier, Dewi Amat Sapuan, Universiti Tun Abdul Razak.
on page 39.
entrepreneurship survey. These countries are at various stages of development and this will allow us to better understand where we stand and more importantly how we can go forward, via policies and/or regulations with less guesswork and more actual and factual information.
Armin passed away in July 2013 due to complications from a bariatric surgery, just a month after Belle graduated with a Bachelor of Business Management degree with honours and majored in Entrepreneurship from Universiti Tun Abdul Razak (UNIRAZAK). At the age of 24 years old, Belle stepped up and undertook the responsibility of working with the family business. However, Rushdi insisted on replacing Armin’s position as Managing Director during the Extraordinary General Meeting, arguing that he is the right person to lead as he had the knowledge of the industry and had been working alongside Armin in the company’s top management in the past decade. Belle and her family decided not to be confrontational with Rushdi and agreed with his decision.
Belle is now put to the challenged to prove that she is capable and worthy of the responsibilities that she had assumed upon herself. She had taken the initiative to learn as much as she possibly could, and going down to the ground, with “her men” to clean up the city. She had also proposed ways to improve not just the operations of the business, but also the working condition of “her men”.
Belle’s mother, although seemingly silent about Rushdi’s aggressive actions, she does believe that her late husband had wanted Belle to protect the business for the good of the family and the business, and taking care of the employees. Belle and her mother, Frida Zain, the company’s combined majority shareholder, are concerned about retaining the company under the family control, more so when her father’s closest friend and former partner, Nathan, discloses that Rushdi has doubts about Belle and her family’s capability in running the company, and is thinking of having the company run by professionals. However, Belle’s affection for her family, her patience, her caring nature, coupled with her strive for success and determination, are felt not just by her immediate family members, but also her employees.
This book predominately focuses upon women entrepreneurship in Malaysia presents a notable display of research and findings on two important areas: Women in Entrepreneurial Ventures, and Women in Family Business.
To provide the essential support and encouragement necessary for female entrepreneurship to flourish the Malaysian government for the past twenty years has systematically being creating what can be best described as a dynamic responsive
Our chapter is in:
PART III STRUCTURE AND NEXT GENERATION LEADER PREPARATION.
Chapter 8. Family’s Decision in Venture Creation for Next Generation Leaders: The Role of Trust across Two Generations in the Case of Diversification.
Authors : Leilanie Mohd Nor, Christian Lechner, Mohar Yusof, Barjoyai Bardai, and Siri Roland Xavier. This is a case written on the MOFAZ Group.