Explains how to recognize, anticipate, and solve the problems created by the cultures of family firms as they grow and mature. Shows how culture can determine the success or failure of the firm based on comparative case studies of a wide range of successful and unsuccessful firmsincluding small businesses, new and well-estalbished firms, and such large corporations as Du Pont and Levi Strauss.
Explains how to recognize, anticipate, and solve the problems created by the cultures of family firms as they grow and mature. Shows how culture can determine the success or failure of the firm based on comparative case studies of a wide range of successful and unsuccessful firmsincluding small businesses, new and well-estalbished firms, and such large corporations as Du Pont and Levi Strauss.
A Note to the Reader
Preface
The Author
Part One: The Evolution of Culture in Family Firms
1. How Culture Affects the Firm's Growth and Development
2. Understanding the Patterns of Business, Family, and Board Cultures
3. Leaders as Catalysts for Cultural Change
Part Two: Anticipating Cultural Transitions from Generation to Generation
4. The First Generation: How the Founder Shapes the Culture
5. Conflicts and Power Struggles in the Second and Third Generations
6. Cultural Ramifications of Public Ownership and Professional Management
Part Three: Managing Family Firms Successfully and Ensuring Continuity
7. Handling Key Transitions Effectively
8. Determining Culturally Based Problems and Initiating Change
9. The Twelve Signs of a Healthy Firm
Appendix: Cultural Assumptions in Family Firms
References
Index
W. Gibb Dyer is the O. Leslie Stone Professor of Entrepreneurship in the Marriott School of Management at Brigham Young University. Dyer is a recognized authority on family business and entrepreneurship. He has been featured in numerous publications including The Wall Street Journal, Inc., The New York Times, and Nation's Business.
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