Adaptation, Survival, and Growth of the Family Business: An Integrated Systems Perspective

1988 ◽  
Vol 1 (1) ◽  
pp. 69-84 ◽  
Author(s):  
Peter Davis ◽  
Douglas Stern
Keyword(s):  
Family Business ◽  
Family System ◽  
The United States ◽  
Integrated Systems ◽  
Corporate Development ◽  
Systems Perspective ◽  
Professional Management ◽  
The Family ◽  
Survival And Growth ◽  
And Control

Family ownership and control are still significant in the majority of business enterprises in the United States. A high percentage of these companies face special problems particularly related to corporate development and transition from an entrepreneurial to a professional management structure. In this paper, we describe a set of processes and mechanisms that define and regulate the interaction between the business and family system.

scholarly journals Entrepreneurial orientation in family firms – management and intercultural development

2014 ◽  
Vol 6 (4-1) ◽  
pp. 181-190 ◽  
Author(s):  
Wioletta Czemiel-Grzybowska
Keyword(s):  
Family Business ◽  
Family Firms ◽  
Family System ◽  
Open Systems ◽  
Family Businesses ◽  
Intercultural Development ◽  
System Perspective ◽  
Business Context ◽  
Systems Perspective ◽  
Business System

AbstractThis paper has taken an insight to the systemic models of family business from the open systems perspective. I focus on family business system models and on the subsystems content of family system and ownership system in family business context. The paper claim that the open system perspective on intercultural family businesses has both theoretical and empirical implications on family business research. Family businesses have many reasons, including family conflicts over money, nepotism leading to wrong management, and infighting over the succession of power from one generation to the other. Regulating the family’s roles as shareholders, board members, and managers is very important because it can help avoid these pitfalls. This paper will discuss the importance of the openness of the company through five the attributes of enduring family businesses: ownership, family, business and portfolio governance, wealth management, foundation. Dimension of attributes success have taken family business like five jewelers.

scholarly journals New pteridophyte records for the territory of Amapá, Brazil.

1985 ◽  
Vol 15 (3-4) ◽  
pp. 303-306 ◽  
Author(s):  
Clifton E. Nauman
Keyword(s):  
United States ◽  
Family System ◽  
The United States ◽  
Complete List ◽  
Brazilian Amazonia ◽  
Botanical Exploration ◽  
Collection Number ◽  
The Family

Eighteen Pteridophyte taxa in 15 genera are reported as new for the Territory of Amapá, Brazil. The collections area a result of a recent Projeto Flora Amazônica/Programa Flora expedition to that region, and update previous lists of taxa for Amapá.In 1975, Tryon and Conant publised a checklist of the ferns of the Brazilian Amazônia reporting 84 taxa for the Territory of Amapá. The paucity of records for Amapá reflects, at least in part, the amount of botanical exploration. The most complete list of taxa occurring in the Territory is an unpublished list of collection compiled by J. M. Pires. This compilation reports 118 taxas for the Territory of Amapá. The following list is intended to update both the Pires compilation an the Tryon and Conant checklist for the Territor. These records are the result of a Projeto Flora Amazônica/Programa Flora expedition to the region in the latter part of 1979. Species were included in this list is not reportes in the compilation of colections for Amapá, or listed as specifically occurrin in Amapá in the monographs and revisions consulted for listed as specifically occurring in Amapá in the monograohs and revisions consulted for identification (Evans, 1969; Kramer, 1957, 1978; de la Sota, 1960; Lellinger, 1972; Maxon & Morton, 1938; Scamman, 1960, Smith, 1971; Tryon, 1941, 1964).This list reports 18 taxa in 15 genera, increasing the number of taxa in Amapá from the 118 listed by Pires to 136. Most of the taxa reported here might have been predicted to occur in Amapá on the basis of their distribution records for surrounding regions.Each species is followed by a collection number. The collection number is that of D. F. Austin, C. E. Nauman, R. S. Secco, C. Rosario, and M. R. Santos except for four collections in which R. S. Secco was absent and B. V. Rabelo was present, and these are indicated after the collection number. Specimens are deposited in the herbaria of the Museu Paraense Emílio Goeldi, Belém, Brazil and the United States. The family system is essentially that used by Tyron and Conant.

Fifty Years of Family Change

2014 ◽  
Vol 654 (1) ◽  
pp. 12-30 ◽  
Author(s):  
Frank F. Furstenberg
Keyword(s):  
Family Formation ◽  
Family System ◽  
Nuclear Family ◽  
Current System ◽  
The United States ◽  
Global Context ◽  
Cultural Conditions ◽  
The Family ◽  
Gender Based ◽  
Developed Nations

The first section of the article discusses how and why we went from a relatively undifferentiated family system in the middle of the last century to the current system of diverse family forms. Even conceding that the family system was always less simple than it now appears in hindsight, there is little doubt that we began to depart from the dominant model of the nuclear-family household in the late 1960s. I explain how change is a result of adaptation by individuals and family members to changing economic, demographic, technological, and cultural conditions. The breakdown of the gender-based division of labor was the prime mover in my view. Part two of the article thinks about family complexity in the United States as largely a product of growing stratification. I show how family formation processes associated with low human capital produces complexity over time in family systems, a condition that may be amplified by growing levels of inequality. The last part of the article briefly examines complexity in a changing global context. I raise the question of how complexity varies among economically developed nations with different family formation practices and varying levels of inequality.

How do conflicts impact change in family businesses? The family system and familiness as a catalytic converter of change

2017 ◽  
Vol 30 (7) ◽  
pp. 1198-1212 ◽  
Author(s):  
Christina Anna Elisabeth Claßen ◽  
Reinhard Schulte
Keyword(s):  
Family Business ◽  
Family System ◽  
Catalytic Converter ◽  
Family Businesses ◽  
Theory Approach ◽  
Policy Makers ◽  
Content Type ◽  
Quantitative Studies ◽  
Exploratory Approach ◽  
The Family

Purpose The purpose of this paper is to develop an understanding of how conflicts, caused by the specifics of family businesses – the familiness – impact change in family businesses. Design/methodology/approach The analysis is based on 21 semi-structured in-depth interviews of German family business members. The authors followed the grounded theory approach. Findings This study gives evidence for family business-specific conflicts and family business-specific change and outlines how conflict impacts change. Findings show that a family system works like a recursive catalytic converter in family businesses. Research limitations/implications This paper offers researchers a broader understanding and a comprehensive view of change in the family business. Although still limited by its exploratory approach, its insights can be valuable for researchers, practitioners and policy makers. The findings offer an operational base for future quantitative studies. Originality/value Using the new system theories approach the authors develop an understanding of how conflicts impact change in family businesses. The study explains how conflicts are managed in family business practice.

Family Business Centers: An Interview with Paul I. Karofsky

1994 ◽  
Vol 7 (1) ◽  
pp. 87-97 ◽  
Author(s):  
Bonnie Mills
Keyword(s):  
United States ◽  
Family Business ◽  
Service Providers ◽  
The United States ◽  
Cross Sectional ◽  
University Center ◽  
New Family ◽  
The Family

Across the United States, more than forty family business centers have been founded. Today, new family business centers are being established every year through the concerted efforts of educators and service providers in the family business arena. This interview is an attempt to provide a cross-sectional view of the establishment and operations of a family business center. The Northeastern University Center for Family Business is directed by Paul I. Karofsky and was founded in 1991.

scholarly journals THE DIFFERENCE PATTERN OF SUCCESSION BETWEEN SECOND GENERATION AND THRID GENERATION FAMILY BUSINESS IN INDONESIA (A REVIEW OF THE MEDIUM-SIZE FAMILY BUSINESS)

2019 ◽  
Vol 3 (2) ◽  
pp. 133-154
Author(s):  
Christina Whidya Utami
Keyword(s):  
Family Business ◽  
Second Generation ◽  
Family System ◽  
Medium Size ◽  
Third Generation ◽  
The Third ◽  
The Family ◽  
Generation Family ◽  
Business Succession ◽  
Family Business Succession

The purpose of this study is to find out whether there are differences on pattern of succession between the second and the third generation of family business in Indonesia. Research Design/ Methodology/ Approach: A cross sectional and comparative research design were used in this study, while the data survey was conducted to 41 respondents from the second-generation group and 48 respondents from the third-generation family business; the businesses has run for 5 to 50 years and were categorized as medium size family business. The study used multiple regression test via SPSS to test the hypothesis. Findings: In family business led by the second-generation successor, only personality system affects the family business succession. On the other hand, in family business led by the third-generation, personality, ownership, family, and management system variables affect the success of the family business; meanwhile, family system does not find to affect the family business succession. Research Limitation/ Implication: This study investigates pattern of succession in family business including personality system, ownership system, family system and management system. This study can suggest a solution in the regeneration process of a family business in order to maintain the continuity of the business. limitation: There are some biases found on family’s perspective of the assessment, and the study only focus on medium-size family business. Practical Implications: A right amount of focus on pattern of succession will help the second and the third generation of the family to manifest in business succession. Exploring the second and the third-generation perspectives in regard to succession pattern is the key to maintain the continuity of the family business. Originality/ value: This study offers a pattern of succession from various perspectives, including personal, ownership, family, and management, as well as the relationship to the long-term success of the family business.

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