Family Business Review articles from September 1998

Family Business Review archives from September 1998

EDITORS' NOTE.
September 1, 1998... We are excited to bring you the first of a two-part special issue of Family Business Review. The goal of these two issues (the second of which will be published later this year) is to move the field forward in a small leap. We hope that this...

Megatrends in Family Business.
September 1, 1998... The past decade has brought changes in our understanding of family businesses. This article identifies 10 "megatrends," which are evolving changes fundamental to understanding and working with family businesses. Identified trends include...

Family Business Consultants as Leaders.
September 1, 1998... Consulting and working as an advisor to family businesses are awesome responsibilities. The interventions and advice we give will in some instances have an impact on a family for generations. As a result, it is critical to understand what...

The "Softer Side" of Consulting to Business-Owning Families: Understanding Our Clients and Ourselves.
September 1, 1998... It is the responsibility of those who consult to business-owning families to have as much knowledge about themselves as they do about their clients. A framework is offered for the consultant to understand self and others. A case study and...

Leadership, Legacy, and Emotional Process in Family Business.
September 1, 1998... This article presents a model for the practice of consulting to family business that is grounded in Bowen Systems Theory. Concepts from the theory, such as differentiation of self, the emotional system, the multigenerational transmission...

The Rise of Women in Family Firms: A Call for Research Now.
September 1, 1998... Women are rising to positions of top leadership faster than we had expected 10 or 15 years ago. If ownership and leadership of family firms follow the pattern of women's ownership of all businesses, within 25 years a third of America's family...

Women's Pathways to Participation and Leadership in the Family-Owned Firm.
September 1, 1998... A study of 702 women in family-owned firms in Canada has identified paths to participation and leadership taken by women in family-owned firms. Some of the key factors contributing to participation and leadership are presented in a descriptive...

Handling Transitions from Mother to Son in the Family Business: The Knotty Issues.
September 1, 1998... Most of the literature in the field of family business and the majority of cases discussed deals with succession as occurring within the male lineage. Although in the past decade more attention has been given to the role of women in family...

Revisiting the Study of Family Businesses: Methodological Challenges, Dilemmas, and Alternative Approaches.
September 1, 1998... Family businesses are vital but understudied economic and social units. Previous family business research is limited relative to its definitions, sampling, and resulting empirical evidence. This paper presents an alternative methodological...

The Social Psychology of Family Shareholder Dynamics.
September 1, 1998... Family shareholder dynamics can dramatically influence a family business, however, this has received little attention in the family business literature. To expand our understanding of family shareholder behavior, we have introduced several...

Multiple Roles in Serving Families in Business.
September 1, 1998... When family business professionals serve family firms in more than one capacity, they begin to mirror the problems that cause conflict in business families. Fulfilling multiple professional roles started from necessity and became a tradition....

Three Proposals for Interdisciplinary Study.
September 1, 1998... This article suggests research to determine whether more valuable legal advice can be given in three areas. The emotional distress caused by prenuptial agreements to people under 30 years old who are marrying for the first time is not justified...

Happy Landings: The Opportunity to Fly Again.
September 1, 1998... The success of a business for its owners is measurable in terms of the opportunities it creates for their beneficiaries. Perpetuating that business is only one of many possible opportunities for them. Introduction Apparently as many as...