Family Business; Heritage Tourism Product; Tourism; Transgenerational Entrepreneurship;

https://www.scopus.com/inward/record.uri?eid=2-s2.0-85135038782&doi=10.1007%2f978-3-031-08090-6_42&partnerID=40&md5=5b1c992d4c30d98bc35da519f580956b

10.1007/978-3-031-08090-6_42

This paper explores the insight of Malaysian family business roles in cultural heritage management. By discussing the various definitions of the family business, this paper presents the attribution of this type of business model toward the sustainability of cultural heritage in this country. The broader perspective from various literature has been compiled, and it showed the significance of family business activity in heritage management. This study aims to explore general guidance for navigating critical modelling decisions to develop a business foundation in the family business and transgenerational entrepreneurship related to heritage management. The essence of business foundation in family business usually involves the dimension of simple business organisation or ‘smallness’, survivability, resilience and mobilise in economic factors and competitive succession. In this context, family business research has undertaken considerable efforts to understand better continuity and succession and how existing businesses set their foundation in businesses primarily related to heritage-based tourism products in Malaysia. To capture and explain how families bring new transgenerational entrepreneurship, streams of values to their heritage tourism-based business activities to survive and prosper across many generations were investigated. Based on critical reading of previous literature, the existing theoretical foundations are discussed briefly. In conclusion, tourism activities may offer a powerful strategy for preserving tangible and intangible cultural heritage and at the same time enhanced family business-related. Family business involvement in heritage tourism nurtures its growth and makes it more sustainable for a more extended period.