Stake in Farm and Family: A Two Generation Perspective

Abstract

RÉSUMÉ:La plupart des recherches sur les relations entre générations au sein de families âgées ont principalement porté sur les parents frêles et leurs enfants d'êge adulte. Cette étude a pour but d'examiner les engagements entre générations et les liens entre les parents et leurs enfants qui géraient communément une ferme. Le point de mire théorique de l'étude était les intérêts de chacune des générations. Nous prédisions que les enjeux autour des intérêts devaient être cruciaux en raison de l'interdépendance des générations et du patrimoine familial à maintenir. Une échelle d'intérêts familiaux et agricoles a été élaborée, et les niveaux d'intérêt de ces deux secteurs ont été examinés en fonction de la génération et du sexe. Les différences entre générations, moins importantes que prédites, sont dues au rôle des belles-filles, lesquelles habitaient à l'extérieur de la maison de ferme.

Father-Daughter and Father-Son Family Business Management Transfer Comparison: Family FIRO Model Application

“…An advantage of the Family B sons-in-law was the acceptance of men as traditional family business leaders, which more than likely aided with their inclusion in the family business, and thus they felt a strong stake in it (Munro et al, 1995). From the group and individual interviews, it was apparent that the entire family had commitment to the business, and consensus about their priorities was imperative to their group success.…”

“…DIL2-A mirrored that same lack of being valued with "yeah, they'll listen to me, but they'll probably do what they want to anyway." Literature supports what these women expressed because it indicates thatdaughters-in-lawoftendonotfeelmembership in the family business, and the less involved they are in decision making, the lower their commitment and connection to the family business (Marotz-Baden & Cowan,1987;Munro et al,1995).…”

“…There is a wealth of information on family business management authority transfer (e.g., Ballard‐Reisch & Weigel, 1991; Bowman‐Upton & Sexton, 1987; Davis & Tagiuri, 1991; Handler, 1992; Keough & Forbes, 1991; Munro, Keating, & Zhang, 1995). One of the reasons there is such an abundance of literature on the topic is that this decision time within family businesses is often filled with major tension and conflict (Harvey & Evans, 1994; Jonovic, 1984; Liebowitz, 1986).…”