1. Analysis of the Global STEP database.
Jacqui Jackson and
Carole Howorth
10-11th May 2012
Outline of presentation
Overview of the global database
Our project as an example of how to analyse the global database. We are looking at gender and leadership roles
Issues and recommendations

2. Data Sharing Protocols
STEP uses a Tiered approach to grant data access to affiliates: 1
Immediately: Co-authorship opportunities; access to case list and abstracts
After submitting 1 case: Access to regional qualitative and quantitative databases
After submitting 2 cases: Access to global qualitative and quantitative databases.
If publishing using case meta-analysis (i.e. no names or case details) affiliates must:
Submit a short proposal to the Global Board via
Acknowledge that data were collected as part of the STEP Project

3. The Current Database... 88 Cases STEP Asia STEP Latin A. 12 47
STEP Global Data
88 Cases
STEP Europe 29
STEP Latin A. 47
STEP Asia 12

4. Purposefully plotting a course through a sea of mud.....
OUR PROJECT AS AN EXAMPLE
Having spent my life as a 4th generation owner/operator of a Family business
and Vice Chair of SPAR UK, an organisation of some 1380 family business owners
operating some 2500 retail outlets and 5 very large distribution centre’s does not
sufficiently prepare you for a Global Family Business Database!
Previous analysis of individual case studies or comparisons across a small number of cases
Looking for patterns.
Focus of this presentation is on analysis of data so we wont go into the theoretical grounding of our study.

5. All Cases Source: STEP Babson Case Figures, March 2012
Employees
Generation
Family Members involved in ownership or management
Total Revenues (2011 currency conversion USD)
Average: 1,994
Median: 374
Range: 30 – 32,000
Total across all cases: 145,566
Average: 2.65
Range: 2-7
Average: 9.02
Median: 5
Range: 2 – 150
Average: $322.70M
Median:
$62.85M
Range:
$1.8M - $9Billion
Add Beales = 8th generation

6. First stage of analysis
Started with Asia (cos its first in the alphabet). Identified themes.
Then developed headers for a more structured approach.
Big issues with variability in Asia data so next stage of analysis examined European cases as they are more comprehensive.
Read and analyse 88 cases starting with Europe (29 cases) to pull out gender and leadership roles and what that looks like within the text, plus any other striking information....a very inductive approach (example shown below)
Where headers came from - example invisible role of women in leadership – theoretical and empirical (Beales)

7. Second stage Survey of cases to identify:
The Leadership Role by Gender
The Leadership Family v Non-Family
Statistical data (basic) using key search words: CEO; President; Director; Shareholder; Non-executive; Leader(ship); Non-family; Board; Ownership and Managing Director; Woman
Present descriptive statistics in tables to identify patterns.
Next stage – further analysis of themes using NVivo

8. STEP Europe Family Member Leadership Role by Gender by number of cases
No. of cases
CEO
Director
Shareholder
NED’s
Chair/President/Vice President
# Men 24
82.7% 10
34.4% 8
27.5% 7
24.1% 16
55.1%
# Women 3
10.3% 0% 1
3.4% 4
13.7%
# Both 15
51.7% 20
68.9%
# None 2
6.8% 5
17.2%
# unknown
Total 29
Be careful in explaining because women tend to come in the BOTH column rather than in women
Issue – are non exec directors called different things?
Lack of baseline data – consistency
Cant identify percentage of board who are women because not all the cases provide data on the board structure
Complexity of ownership and control due to structures of portfolio of firms

9. Comparison to data on all firms (UK)
1999
2004
2008
2009
2010
Female Held Directorships
6.2%
9.4%
11.7%
12.2%
12.5%
2.02%
4.1%
4.8%
5.2%
5.5%
Female Non-Exec Directors
10.82%
13.6%
14.9%
15.2%
15.6%
Source: The Female FTSE board report 2010
It would be great if we had the data to do a comparison with this….
STEP can then contribute to these debates at national policy level
Women now occupy just 242 of the 2,742 board seats of FTSE 350 companies. Across the FTSE 250, the percentage of female held directorships now stands at just 7.8%, which equates to 154 compared to 1,812 male directorships.
FTSE 100 Boards: 87.5% men, 12.5% women ‘at the current rate of change it will take 70 years to achieve gender-balanced boardrooms in the UK’. (BIS, (2011): Women on Boards Report)

10. STEP Europe Family v Non Family Leadership Roles by number of cases
No. of cases
CEO
Director
Shareholder
NED’s
Chair/President/Vice President
Family Only % 3
10.3% 15
51.7% 1
3.4%
Non Family Only 4
13.8% 0% 5
17.2%
Both 24
82.7% 13
44.8% 2
6.89%
None 14
48.2%
Unknown 7
24.1%
Total 29
Next stage is to go deeper into the analysis and combine the family and gender tables to analyse patterns and interdependencies
Also look in more detail at roles e.g. how active or how visible

11. Some issues with the data
Convenience sampling
Inconsistency in provision of baseline data:
Organisational structure
Board roles
Inconsistency in application of data collection framework.
Variation in extent of information provided in written cases.
Terminology – e.g. non-executive director.
Names!
Inconsistency in provision of baseline data – Board structure, clear identification of roles (who is who and what do they do)
More information on the people /roles who were not interviewed
Mens and womens names

12. Recommendations to STEP partners
Interview less involved Family member(s).
Gather the basic facts
Agree a glossary of terms
State whether people are male or female
In writing up, provide facts and quotes as well as story