Agency costs

, 2

Agro International Berhad

diversification in family business

, 44–45

family conflict

, 45–47

family conflict resolution strategies

, 47

future of family business

, 47–48

Ali, Kaber

homecoming and onboarding of

, 2–3

officially passing Baton to

, 9–11

Ansoff growth matrix

, 41

Association of Chartered Certified Accounts (ACCA)

, 54–55

Autocratic style of management

, 70

AYB

, 85

Basooh Coin Laundry Group

, 105

business

, 103–104

company structure

, 105–106

country overview

, 104

industry overview

, 104–105

innovate or not to innovate

, 106–108

vision

, 108–109

Basooh Coin Technology

, 105–106

BC Detergent

, 105–106

BCL Solutions

, 105–106

Business

, 103–104

communication barriers in business families

, 86–87

diversification

, 84, 88

growth and continuation

, 53–55

innovation

, 106

Cambridge Family Enterprise group

, 40

Career development theory

, 75–76

Chief financial officer (CFO)

, 92

Choice theory

, 77–78

Coffee village

dilemma

, 116–117

Fong family

, 114–115

Fong Ho Coffee Shop

, 113–114

story

, 112–113

succession story

, 115–116

Coin laundry

, 104–105

industry

, 105

Communication

barriers in business families

, 86–87

exchange in family business

, 74–75

mode between family members

, 8–9

Competition Law

, 63

Conflicts

, 19–20

Corporate social responsibility (CSR)

, 31

activities

, 11

COVID-19 pandemic

, 37–39, 56, 62

Data collection

, 98

Decision–making process

, 45, 48

Digital transformation

, 55–56, 58

business expansion

, 53

business growth and continuation

, 53–55

COVID-19 pandemic hit

, 56

digital transformation

, 55–56

founding of family business

, 52–53

miscommunication resulting in conflict

, 56–57

Digitalisation

, 35, 52

Diversification in family business

, 44–45

Dyeing process

, 31

E-commerce platforms

, 57

Emotional attachment

, 46–47

Emotions

, 94–95

Entrepreneurial families

, 98

ESK Bathroom and Kitchen (ESK B&T)

, 53

ESK Hardware & Machinery

, 52–53, 58

ownership structure of

, 55

subsidiaries under

, 54

ESK Hardware website, The

, 56

ESK High Quality (ESKHQ)

, 53

ESK Plus (ESKP)

, 53

ESK Tools (ESKT)

, 53

Family arguments and disagreements

, 92

Family business

, 2, 30–31, 38–39, 44, 52, 62, 66, 70, 76, 84–85, 92, 106, 112–113

diversification in

, 44–45

founding

, 52–53

future

, 47–48

through pandemic

, 36

second generation

, 15–16

third generation

, 17–18

Family business continuity

, 84–85

communication barriers in business families

, 86–87

evolution of business model

, 85–86

future

, 88

nurture right mix of talent

, 87

regular performance evaluation and planning

, 87–88

Family conflicts

, 44–45, 47

resolution strategies

, 47

Family firms

, 2, 36

Family legacy

challenges and dilemmas

, 27–29

company overview, ownership and management structure

, 26–27

country and industry overview

, 25–26

family background and key players

, 24

family strategies to overcome challenges/dilemma

, 29

innovative ideas

, 30–31

succession and professionalization

, 29–30

Family members, communication mode between

, 8–9

Family systems theory

, 27–28

Family unity

background of National Bookstore

, 36–37

challenges

, 38–39

industry overview

, 38

manoeuvring pandemic

, 39–40

quest to grow family business after going through pandemic

, 36

Tan family and National Bookstore

, 37–38

Family value

, 5–6, 11

Fong family

, 114–115

Fong Ho Coffee Shop

, 113–114, 117

Garment industry

, 25

Gem Laundry Systems

, 105

Glopac Chemical

, 92–94, 96

working

, 94–95

Golden Nugget, The

, 14, 17–19

birth of

, 14–15

company structure and ownership

, 16

second generation of family business

, 15–16

second generation’s family discussion

, 18–20

third generation of family business

, 17–18

Gross domestic product (GDP)

, 104

Human resources (HR) operations

, 105–106

Industry overview

, 38

Initial public offering (IPO)

, 45

Innovation

, 84, 88, 106

Investors

, 103–104

Ismail’s, Natalia achievement, celebration of

, 62–65

Kilaukhas Group

, 63

Kofika

, 86

Lifespan development perspective

, 75–76

LinETI International Business (LIB)

, 44–48

LJN resources

, 76–78

background

, 76

challenges

, 76–77

suggestions to achieve communication

, 77–78

Makmur family

, 92–94

Malaysia

, 104–105

Master of laws with high distinction

, 62–65

Movement Control Order (MCO)

, 56

Multi-generational business

, 84

MUSD

, 63, 65–66, 69

National Bookstore

background of

, 36–37

Tan family and

, 37–38

National Security Council

, 38

NGB

, 8–9

communication mode between family members

, 8–9

homecoming and onboarding of Kaber Ali

, 2–3

officially passing Baton to Kaber

, 9–11

pandemic

, 3–6

succession in progress pandemic and departure of cousins

, 6–7

Pandemic

hit

, 3, 6, 65, 67

manoeuvring

, 39–40

quest to grow family business

, 36

Personal conflicts

, 39

Pragati Suiting

, 24

Private limited company

, 62–63

Professionalization

, 29–30

Ready-made garment (RMG)

, 25–26

Recruiting strategy

, 86

Saving face

, 74

case story

, 76–78

communication exchange in

, 74–75

in family business

, 74

lifespan development perspective

, 75–76

in Malaysia

, 77

Second generation of family business

, 15–16, 18, 20

Sibling rivalry

, 112

Small and medium-sized enterprises (SMEs)

, 104

Standard operating procedures (SOPs)

, 39

Strategic business units (SBUs)

, 3, 6–7

Succession

, 14, 29–30, 112

dilemma

, 20

planning

, 29, 53, 70, 84, 117

process

, 11, 88

in progress pandemic and departure of cousins

, 6–7

SWOT analysis

, 69

Tan family and National Bookstore

, 37–38

Textile manufacturing industries

, 26

Third generation of family business

, 17–18

Thomas-Kilmann Conflict Mode Instrument (TKI)

, 40

Tru Fabrics Limited

, 27

Tru Group

, 28–32

True Group

, 24, 32

Unifill Textile Mills Limited

, 24, 26

Vegetable distribution business

, 45

Victoria’s perspectives

, 96–97

Vision

, 108–109

Work–life balance

, 102

Yeo Hap Seng Group (YHS Group)

, 62