The Organizational Form of Family Business

Bornheim, Stefan P.

doi:10.1007/978-1-4615-4343-5

Cited by 13 publications

(9 citation statements)

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“…One that provides alignment of family core values versus management philosophy, family versus strategic commitment, family versus business vision, family continuity plan versus the business strategic plan. Such a context raises the need to see the family business as one (Bornheim, 2000), that operates with formalised and non-formalised values and principles, that may be driven by different interrelation epistemological norms.…”

Section: Suggests a Dynamicmentioning

confidence: 99%

In the family way: an exploration of family business resilience

Beech

Devins

Gold

et al. 2020

IJOA

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Purpose This paper aims to explore the concept of resilience set within a family business context and considers how familiness and the nature of noneconomic factors, such as relationship dynamics influence performance. This paper provides new insights into the nature and impact of familiness as a mediating device, uncovering the potential for reframing resilience theory and practice. Design/methodology/approach The paper draws on a review of the extant literature in the areas of resilience and familiness as a means of developing a deeper understanding of the social-ecological system of the family firm. Findings The study reveals family business as a complex interrelationship between complimentary social-ecological systems. It highlights the complexity of family business and the challenges of the relational nature of familiness and how this presents additional layers of complexity in the decision making process and implementation. Research limitations/implications The paper draws on literature that is dominated by western culture and may partially or not at all reflect the issues associated with organisational resilience in family firms with such backgrounds and their culturally bound social-ecological systems. Originality/value The paper seeks to fill a knowledge gap by exploring the key elements of organisational resilience in the context of familiness. The work calls for further research into the nature of familiness connections mediating the nature of family relational dynamics. It further provides a framework indicating how these elements can shape and subvert day-to-day management events, raising implications for theory and practice and calls for deeper empirical research to be undertaken.

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Section: Suggests a Dynamicmentioning

confidence: 99%

In the family way: an exploration of family business resilience

Beech

Devins

Gold

et al. 2020

IJOA

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“…Firstly, literature may help emerging theoretical concepts. Secondly, relationships can be validated against data during all steps of the theory building process [12]. Furthermore, a level of validation is performed implicitly by constant comparison, questioning data from the beginning of the process, which results in a theory that is likely to be empirically valid [13].…”

Section: The Vm Approach At Organizational and Institutional Levelsmentioning

confidence: 99%

Validation of a Value Management Approach Developed for the Saudi Public Sector

Alalshikh¹

2014

JCEA

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A VM (value management) approach was developed that better suits the culture and the context of the SPS (Saudi Public Sector). This approach provided a comprehensive assessment of VM at institutional, organizational and project levels. This paper illustrates the procedures that were used to validate the developed VM approach. For the institutional and organizational levels, the VM approach was validated by conducting telephone interviews with three experts from three organizations that use VM and with two senior managers from the MOF (Ministry of Finance). Mainly, it was found that the MOF should be supported by experts to set up a centre of excellence that can set VM policy, guidelines and standards for the promotion of VM in the SPS, in order to ensure achieving value for money spent in SPS projects. The developed VM approach, as it would be applied at the project level, was presented to 11 experts, all of whom completed a validation questionnaire and presented their comments. Subsequently, the questionnaires were analyzed and the VM approach was amended to reflect the inputs provided by these experts. It was concluded that VM should be applied at least twice on SPS projects. Firstly, it is to review and structure strategic and project briefs to sort out soft issues, and secondly, it is to optimize project designs and sort out hard issues.

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“…In the UK FBs comprise up to 75% of the economy (Neubauer and Lank, 1998;Bornheim, 2000). FBs are considered to be unique in the ways that they evaluate, acquire, integrate and leverage their resources (Sirmon and Hitt, 2003), largely resulting from the involvement of the family.…”

Section: Family Business From An Organisational Contextmentioning

confidence: 99%

“…Th ere is relatively little research that addresses decision-making and thinking within the context of family businesses (FBs). Th is is surprising given the importance of FBs to economies across the world (Neubauer and Lank, 1998;Bornheim, 2000) and in view of the way the 'family' aspect impacts on decision-making. Hence the purpose of this exploratory study, with 20 FBs, is to seek out if and how family businesses think strategically.…”

Section: Introductionmentioning

confidence: 99%