http://journalsglobal.com/index.php/jgeb/issue/feed 2024-05-08T12:02:05-05:00 Open Journal Systems <p>Economics<br />Business Administration<br />Management<br />Business Administration<br />Public Administration<br />Accounting<br />Political Science<br />Sociology<br />Statistics<br />Social Sciences<br />Humanities<br /><br /></p> http://journalsglobal.com/index.php/jgeb/article/view/252 2024-05-07T16:21:05-05:00 A. Anthony Kifordu anthony.kifordu@yahoo.com

<p><em>This seminar paper focused on the Relationship Between Succession Planning and Survival of Family Business in Delta State, Nigeria. The specific objectives are to: examine the impact of leadership succession planning on the survival of family business in Delta State, Nigeria and establish the impact of mentoring on the survival of family business in Delta State, Nigeria. The population of this study consists of the management and staff of the selected SMEs, which include; Dominion Gas, Blessed Plastics, Vinco Supermarket, Roban Stores, Gabs and Anny Stores who are currently on their payroll regardless of years of experience as of January 2024. The sample size of One hundred and seventy-four (174) was obtained using the Taro Yamani sample size formula. A stratified sampling technique was used. The study was driven by primary data. The data were analyzed using correlation and regression analysis as analytical tools. Findings revealed that Leadership Succession Planning (β =.259, P &lt; 0.00), Mentoring (β =.136, P &lt; 0.01), Innovation Investment (β =.130, P &lt; 0.01), and Quality of Service (β =.075, P &lt; 0.02). These are the dimensions with the strongest positive effects on the survival of the family business. The study concluded that A business mentoring program will help both mentors and mentees to develop their potential and upgrade their expertise. Effective mentoring can be associated with positive work behaviours, improve performance and contribute to succession planning because those who have been mentored are more likely to become mentors themselves. The management should also provide equitable opportunities for employees to feel motivated to improve the quality of their varied services. This will allow all employees, regardless of the output quality, to increase the efficacy of different brands, which may encourage customer retention.</em></p>

2024-04-01T00:00:00-05:00 Copyright (c) 2024 Journal of Global Economics and Business http://journalsglobal.com/index.php/jgeb/article/view/254 2024-05-08T12:02:05-05:00 Salim Demir salim.demir@ibu.edu.ba Nereida Hadžiahmetović nereida.hadziahmetovic@ibu.edu.ba

<p><em>In today's world, many companies have employees from different countries, and they work together as virtual teams using technology. The leaders of these teams need to know how to manage their teams well, understand their unique skills and overcome challenges. Accordingly, we want to study the specific leadership style and its effects on virtual teams' success. Data for the study was collected from various companies that have online activities. Team members participated in surveys, providing information on how their leaders effectively motivated them to be productive and satisfied in their jobs. Additionally, the surveys examined team members' knowledge-sharing levels in their leaders and organizations. Based on the analyses, we found that transformational leadership positively affects virtual team performance but not knowledge sharing; however, knowledge sharing positively improves team performance. </em></p>

2024-04-01T00:00:00-05:00 Copyright (c) 2024 Journal of Global Economics and Business