Untangling and Dealing with Serious Family Within the Family Enterprise

Author(s):  
Florence W. Kaslow ◽  
Lilli Friedland
Keyword(s):  
2020 ◽  
Vol 9 (1) ◽  
pp. 28-38
Author(s):  
Allan Discua

Introduction: Around the world, entrepreneurial activity is influenced by family. The influence of family in the creation, management, development and continuity of small, medium and large size enterprises is unequivocal. In this revision article, I argue for the relevance of further research in Honduras around entrepreneurship and the family enterprise. Methods and Discussion: As families in business are vital to the social and economic fabric of communities around the world there is value in understanding the special nature of enterprises that operate as family businesses. Honduras is a relevant context of study as research on family enterprises has been underrepresented and several challenges and fortuitous events affect the emergence and continuity of family enterprises. Conclusion: To advance understanding, this revision article brings together a collection of themes that provide a nuanced overview of key discussions and opportunities for further research.


1991 ◽  
Vol 15 (1) ◽  
pp. 67-95 ◽  
Author(s):  
Melanie Archer

While families have historically provided the basis of business organization in the United States, in the late nineteenth century the development of corporations and managerial capitalism weakened their role in business, especially in management (Bell 1962; Chandler 1977; Farber 1972; Hall 1977,1988; Kanter 1978; Mills 1956; Shammas et al. 1987). Chandler (1977) has postulated a historical decline in family management, control, and decision making in firms with the growth of industrial capitalism; others have asserted a continued presence of the family in business ownership (Davis and Stern 1980; Lansberg et al. 1988).


Erard ◽  
2021 ◽  
pp. 112-120
Author(s):  
Robert Adelson

During the years following the invention of the double-escapement action, Sébastien became too ill to manage the operations of the firm. With Sébastien indisposed, Jean-Baptiste took a more active role in the inventive work, and in particular with refinements to the double escapement action. Jean-Baptiste’s death in 1826, however, left Sébastien and Pierre deeply uneasy about the future of their family enterprise. Pierre understood that in order to ensure the perennity of the Erard firm he needed a successor, because the workers trained at the London branch would not necessarily be as motivated as would an Erard family member to invest their efforts and capital in the firm. Since Sébastien remained single, and Céleste childless and in any case living in Berlin, far from the family enterprise, Pierre would have certainly felt pressure to marry and found a family. However, Pierre’s homosexuality, kept secret from his family and only recently discovered, made marriage and the subsequent transmission of the family enterprise to a potential heir problematic. When Pierre returned to Paris after his father’s death, he came to the realisation that his father had been a poor manager who left the firm in a disastrous financial state. As a result, Sébastien threatened to close the Paris branch, but in the end maintained it while making drastic reductions in the workforce.


2003 ◽  
Vol 16 (3) ◽  
pp. 221-223 ◽  
Author(s):  
Paul I. Karofsky

Dr. William O’Hara, the executive director of Bryant College’s Institute for Family Enterprise (IFE), answers questions dealing with many aspects of his life. By founding the IFE and continually adapting it to the condition of the marketplace, O’Hara maintains a commitment to expanding the knowledge of the family business community. O’Hara’s new research into the history of family businesses hints at an underlying framework that is still applicable today. He spoke with Paul I. Karofsky, executive director of Northeastern University’s Center for Family Business.


1997 ◽  
Vol 10 (1) ◽  
pp. 53-67 ◽  
Author(s):  
Neil C. Churchill ◽  
Kenneth J. Hatten

Family businesses are basically owner-managed enterprises with the family involved within the business. When, to family ties within the business, is added the biological inevitability of an eventual transfer of power, family succession becomes an alternative to selling the business—a transfer based on non-market considerations. A framework for studying family businesses is proposed which has succession as its anchor. The succession process is where changes in management, in strategy, and in control are planned for and executed. The framework is built upon stages of the family enterprise which emanate from the biological reality of parent and offspring being separated by age and business experience, but wedded together by “blood” and a shared family experience.


2011 ◽  
Vol 25 (1) ◽  
pp. 87-108 ◽  
Author(s):  
Albert E. James ◽  
Jennifer E. Jennings ◽  
Rhonda S. Breitkreuz

This article demonstrates how the combined approaches of informed pluralism and disciplined integration can help rebridge the distance between the seemingly disparate academic worlds of family science and family business. The authors establish the need for such a resynthesis by documenting trends within family enterprise research from 1985 to 2010. The analysis vividly illustrates not only the increased dominance of publication outlets and theoretical perspectives associated with business but also the near disappearance of those associated with family. In light of these trends, the authors suggest that renewed attention to integrating ideas from the two disciplines is likely to enrich both. To illustrate this claim, this study combines concepts from long-standing theories within the family science literature (structural functionalism and symbolic interactionism) with those from predominant perspectives within the family business literature (agency theory and the resource-based view). The outcome is a series of provocative yet relevant potential new directions for each field.


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