The Burden of History in the Family Business Organization

Hjorth, Daniel; Dawson, Alexandra

doi:10.1177/0170840615613375

Cited by 42 publications

(47 citation statements)

References 131 publications

(187 reference statements)

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“…Since the publication of Rowlinson et al (2010) there has been an increasing awareness of the social aspects of memory within management and organization studies. The scope and impact of OMS over the past decade can be comprehended by looking at the range of recent articles on memory, broadly conceived, in organization theory (Foroughi & Al-Amoudi, 2020; Ocasio et al, 2016), strategy (Foster, Coraiola, Suddaby, Kroezen, & Chandler, 2017; Sasaki, Kotlar, Ravasi, & Vaara, 2020), entrepreneurship (Cruz, 2014; Jaskiewicz, Combs, & Rau, 2015), corporate social responsibility (Coraiola & Derry, 2020; Mena, Rintamäki, Fleming, & Spicer, 2016) and family business (Hjorth & Dawson, 2016; Sasaki, Ravasi & Micelotta, 2019). Such research has moved away from a conceptualization of memory as an objective stock of knowledge.…”

Section: An Overview Of Organizational Memory Studiesmentioning

confidence: 99%

Organizational Memory Studies

Foroughi

Coraiola

Rintamäki

et al. 2020

Organization Studies

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This paper provides an overview and discussion of the rapidly growing literature on Organizational Memory Studies (OMS). We define OMS as an inquiry into the ways that remembering and forgetting shape, and are shaped by, organizations and organizing processes. The contribution of this article is threefold. We briefly review what we understand by organizational memory and explore some key debates and points of contestation in the field. Second, we identify four different perspectives that have been developed in OMS (functional, interpretive, critical and performative) and expand upon each perspective by showcasing articles published over the past decade. In particular, we examine four papers previously published in Organization Studies to show the distinctiveness of each perspective. Finally, we identify a number of areas for future research to facilitate the future development of OMS.

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Section: An Overview Of Organizational Memory Studiesmentioning

confidence: 99%

Organizational Memory Studies

Foroughi

Coraiola

Rintamäki

et al. 2020

Organization Studies

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“…Collectively, we label the sum of this values work as 'spreading' insofar as this is helps the family business approach the maturity stage by leveraging family tradition and legacy to ensure cross-generational entrepreneurial behaviour (Jaskiewicz et al, 2015;Minola et al, 2016;Zellweger and Sieger, 2012). Compared to earlier findings (e.g., Hjorth and Dawson, 2016;Jaskiewicz et al, 2015), our analysis highlights the importance of materializing and embodying specifically selected family values to maintain meaningful link to the past, thereby encouraging continued entrepreneurial behaviour in a mature family firm.…”

Section: Theory Building: System-spanning Values Work As Driver Of Comentioning

confidence: 79%

System‐Spanning Values Work and Entrepreneurial Growth in Family Firms

Raitis

Sasaki

Kotlar

2020

J Management Studies

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Culture and values are key drivers of corporate entrepreneurship in early stages of family firm development, but value conflicts often arise over time that progressively inhibit their entrepreneurial efforts. How can family firms reconcile conflicting values to sustain corporate entrepreneurship over time? Our 45‐year longitudinal case study of a large global family firm shows that family business leaders’ practices of invoking and flexibly using family and business values were crucial to achieve sustained entrepreneurial behaviour and growth over an extended period of time. We theorize these efforts as system‐spanning values work enfolding through specific family, business, and temporal mechanisms. By identifying and elucidating three types of values work (i.e., rooting, revitalizing, and spreading), our study advances current understanding of the micro‐foundations underpinning the relationship between values and entrepreneurship in family firms.

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“…Some studies have shown that only 30% of family companies survive into the second generation and only 15% into the third. Proper succession planning is essential for a successful transition (Gilding, Gregory, & Cosson, 2015;Hjorth & Dawson, 2016;Morris, Williams, & Nel, 1996).…”

Section: The Challenges Of a Family-run Businessmentioning

confidence: 99%

Succession management success at PT Bakrie Brothers Tbk

Rosen¹,

Luddin²,

Supriyati³

2019

Glob Bus Org Exc

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The succession process is critical to the success of any business, but presents particular challenges in family firms. In its 77 years of operation, PT Bakrie Brothers Tbk has grown to become one of the largest family businesses in Indonesia and is now looking forward to the fourth generation of family leadership, thanks to a precisely articulated succession management framework that also develops leaders from outside the family. An analysis of the company's experiences shows that four factors underlie its management succession program: a stated desire to be sustainable; an emphasis on entrepreneurship; adherence to corporate cultural values; and a well‐structured leadership development process that focuses on team dynamics, corporate vision and values, ethics and sustainability, communication, business execution and operational excelllence, and intrapreneurship, innovation, and creativity.

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The Burden of History in the Family Business Organization

Cited by 42 publications

References 131 publications

Organizational Memory Studies

Organizational Memory Studies

System‐Spanning Values Work and Entrepreneurial Growth in Family Firms

Succession management success at PT Bakrie Brothers Tbk

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