Muhieddine (Mohy) Ghannoum was born in Beirut, Lebanon in 1954. He has a DBA degree from Grenoble Ecole de Management (GEM), France, and an MBA degree from City University of London (CASS), UK. His work (all in Beirut) has included: CEO of Makassed General Hospital (2015–2016); president and managing director of Roots Advisors (2014–2015); president of Lebanese Management Association (2011–2016); and managing director of Gezairi Transport Overseas (1977–2012). He has extensively traveled on business around the world.
The overall objective of this study is to explore the effects of Business Model
Innovation efforts put up by Lebanese family firms in transition between
second and third generations on the longevity of these firms.
Sustainability, inasmuch as it means longevity and prosperity, is a serious
problem of high magnitude that family businesses face globally, given the
important role that these businesses play in local and world economies.
Extensive research has been made on family business and its corporate
culture attributes, with focus on change and innovation as key elements of
organizational culture. The research covered also Business Model Innovation
as an emerging management concept that has critical influences on firms’
success and prosperity. However, the extant research did not address the
relation between Business Model Innovation (BMI) and sustainability of
family businesses in general, and in Lebanon in particular.
To investigate this gap in the literature, a qualitative exploratory approach
was used with holistic multiple-case study, where three Lebanese family
firms in transition between second and third generations were studied and
analyzed individually, and cross-synthesized together. Data was collected
through semi-guided interviews, documentation and direct researcher’s
The research findings confirmed the positive impact of Business Model
Innovation on the sustainability of the studied Lebanese firms. It also
validated the researcher’s assumption that the mix of strong culture of family
firms and Business Model Innovation will contribute to further success and
prosperity of these family firms.
These findings have multi-faceted implications on the family businesses,
their managers, family business institutes and training institutions. Further
research will be needed to expand the scope of the findings, both in theory
and geography, and would give further insight to family business about the
importance of following modern management concepts like Business Model
Innovation, while maintaining the strength of their business culture
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