Familienunternehmen - Auslaufmodell oder Erfolgstyp?

Wimmer, Rudolf; Domayer, Ernst; Oswald, Margit; Vater, Gudrun

doi:10.1007/978-3-8349-4723-9

Cited by 26 publications

(8 citation statements)

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“…Similar to the RBV, the business family's involvement in the business does not always show effects in the business (Nordqvist, 2005), as businesses, as a result of their structures, can reject or deem irrelevant the family's expectations. From a practical point of view a key task of the family is to establish and to communicate its own decision premises in the business in a compatible form, as well as to highlight and claim the family's importance in decision making both for themselves and vis-a-vis the management (Wimmer, Domayer, Oswald, & Vater, 2005).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Capturing the Familiness of Family Businesses: Development of the Family Influence Familiness Scale (FIFS)

Frank

Keßler

Rusch

et al. 2017

Entrepreneurship Theory and Practice

139

165

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This article develops a familiness scale measuring the family influence on the business via decision premises that express familiness. In three studies, we examine familiness with qualitative and quantitative approaches based on new systems theory. Narrative interviews are employed to generate items. Exploratory and confirmatory factor analyses led to a multidimensional scale (Family Influence Familiness Scale [FIFS]) comprising six dimensions: (1) ownership, management, and control; (2) proficiency level of active family members; (3) sharing of information between active family members; (4) transgenerational orientation; (5) family–employee bond; and (6) family business identity. Results indicate high reliability and validity levels.

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Section: Theoretical Implicationsmentioning

confidence: 99%

Capturing the Familiness of Family Businesses: Development of the Family Influence Familiness Scale (FIFS)

Frank

Keßler

Rusch

et al. 2017

Entrepreneurship Theory and Practice

139

165

View full text Add to dashboard Cite

show abstract

“…A significant number and the accompanying strong diversity of family enterprises make it difficult to create one universally accepted definition. Individual authors propose different criteria distinguishing a family enterprise from subjective ones, such as perception by the owners themselves as a family enterprise (Sten, 2006), declarative, how to manage family values (Aronoff & Ward, 2011) and family having a decisive influence on the enterprise (Wimmer, Domayer, Oswald, & Vater, 2018) to rational criteria such as family participation in the capital, management board and supervisory board (Zellweger, Halter, & Frey, 2006;Astrachan, Klein, & Smyrnios, 2002). In more developed approaches, the family is also shaped by the normative foundations of the enterprise, the definition of its mission and its scope of activity (Scherer, Blanc, Kormann, Groth, & Wimmer, 2012).…”

Section: Literature Reviewmentioning

confidence: 99%

The Role of the Family in Polish Family Enterprises

Węcławski

2021

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<p>The sector of family enterprises is smaller in Poland than in countries with a long tradition of market economies. A large part of the family business is owned by the generation of their owners. The purpose of this article is to define the role of the family in ownership, management and supervision in family enterprises. Empirical research was conducted in 2014 based on the CATI questionnaire. The research covered a randomly selected nationwide sample of seven hundred and fifty-eight medium and large enterprises, of which three hundred and ninety-six entities were qualified on the basis of the SFI as family enterprises. The empirical data were evaluated based on the analysis of the structure of the population, the analysis of interdependencies and cluster analysis. The results of the research allowed formulation of three conclusions. Firstly, in the majority of enterprises, the family of owners has a dominant share in equity capital. Secondly, the company managements are relatively narrow and dominated by people from the generation of founders. Thirdly, supervisory bodies are found in a few enterprises and are made up in large part by the owners’ family members. This characteristic of Polish family enterprises leads to a generalizing statement that as family enterprises, they are mostly in the initial stage of development.</p>

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“…ausführlich Wimmer et al. 2018 ). Die besonderen Erfolgschancen der hier zur Debatte stehenden Führungskonstellation, die nach wie vor bei mehr als zwei Drittel vor allem der kleineren und mittelgroßen Familienunternehmen anzutreffen ist, sind an klar benennbare Voraussetzungen geknüpft, die gerade bei wachstumsstarken Familienunternehmen vielfach nicht mehr gegeben sind.…”

Section: Patriarchale Führungsmuster Und Ihre Konsequenzenunclassified

Leadership in and of Family Companies

Wimmer

2021

Gr Interakt Org

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ZusammenfassungDieser Beitrag der Zeitschrift „Gruppe. Interaktion. Organisation. (GIO)“ geht davon aus, dass die etablierte Führungsforschung die spezifische Führungspraxis in familiengeführten Unternehmen bislang weitestgehend ignoriert. Das ist erstaunlich, sind doch weltweit, je nach Region unterschiedlich, 70–90 % der Unternehmen diesem Typus zuzurechnen. Auf der anderen Seite hat zur Zeit die stark expandierende Forschung zu den Besonderheiten von Familienunternehmen das Thema Führung auch nur sehr indirekt am Schirm nämlich als Einflussnahme der Eignerfamilie auf die Unternehmensentwicklung. Die in dieser Forschung dominierenden Theoriezugänge werden in der vorliegenden Arbeit mit Blick auf ihre Erklärungskraft bzw. auf ihre paradigmatischen Begrenzungen rekonstruiert und dem Differenzierungsvermögen eines systemtheoretischen Verständnisses von Führung und Organisation gegenübergestellt.Ziel dieser Gegenüberstellung ist es, den theoretischen Blick auf die Besonderheiten des Führungsgeschehens in Familienunternehmen zu schärfen.

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Familienunternehmen - Auslaufmodell oder Erfolgstyp?

Cited by 26 publications

References 0 publications

Capturing the Familiness of Family Businesses: Development of the Family Influence Familiness Scale (FIFS)

Capturing the Familiness of Family Businesses: Development of the Family Influence Familiness Scale (FIFS)

The Role of the Family in Polish Family Enterprises

Leadership in and of Family Companies

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