A founder's heritage: the development of organizational identity

Boers, Börje; Ljungkvist, Torbjörn

doi:10.1080/08276331.2018.1466849

Cited by 11 publications

(24 citation statements)

References 66 publications

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“…Second, by honing in on the role of NFMs, our study does not view sensegiving by family members as the main driving force of FFI maintenance. As such, our work departs from existing literature which has focused on the role of family members or founders as sole legitimate sensegivers for FFI (Boers, 2013;Boers & Ljungkvist, 2018;Brunninge & Melander, 2013;Dyer & Whetten, 2006;Zellweger et al, 2010). Still, in line with previous research (Boers, 2013;Brunninge & Melander, 2013;Zellweger et al, 2010), we recognize that family members do play a role in that they provide a 'toolkit' (Swidler, 1986) of sensemaking resources available to NFMs (Dalpiaz et al, 2014) for passing on, unifying, modelling and negating.…”

Section: Contributions To the Family Business Literaturementioning

confidence: 77%

In a Family Way? A model of family firm identity maintenance by non-family members

Ponroy

Lê

Pradies

2019

Organization Studies

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Focusing on the case of a successful French pharmaceutical family firm – VetCo, we develop a process model of family firm identity maintenance by non-family members. Being the first family-owned pharmaceutical actor exclusively dedicated to animal health worldwide, VetCo has a strong family firm identity. The maintenance of this identity is remarkable, as VetCo experienced a withdrawal of the owning family when its founder suddenly passed away and, later on, when other family members disengaged from operations. Using grounded theory, we build a process model of identity maintenance that emphasizes meaning multiplicity. Specifically, we identify three main mechanisms of meaning preservation – passing on the family legacy, unifying the metaphorical family and modelling the family business – and two mechanisms of meaning connection – holding on and bridging. In elaborating theory on family firm identity maintenance, this study contributes to family business and organizational identity scholarships.

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Section: Contributions To the Family Business Literaturementioning

confidence: 77%

In a Family Way? A model of family firm identity maintenance by non-family members

Ponroy

Lê

Pradies

2019

Organization Studies

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“…A legitimidade dos fundadores advém de sua história e da capacidade de influenciar a cultura e a identidade organizacional (Aldrich & Cliff, 2003;Sharma, 2004;Conte et al, 2017;Boers & Ljungkvist, 2019…”

Section: Stakeholders E Papéis Saliênciaunclassified

“…Outra categoria de stakeholders peculiar a empresas familiares, que apresenta considerável saliência, são os membros da próxima geração. Seu principal atributo é a legitimidade, que resulta da relação emocional estabelecida com os fundadores (Sharma, 2004) e com o seu legado (Boers & Ljungkvist, 2019).…”

Section: Membros Da Próxima Geraçãounclassified

Priorização de Stakeholders em Empresas Familiares: Um Ensaio Teórico

Barakat

Parente

Sarturi

2020

REGEPE Entrep. Small Bus. J.

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Objetivo do estudo: identificar os fatores que influenciam a priorização de stakeholders em empresas familiares.Metodologia/Abordagem: para a condução do estudo, foi desenvolvido um ensaio teórico, baseado no “modelo de saliência de stakeholders”, que aborda critérios de priorização, e no “modelo de três círculos”, que apresenta as interseções entre família, gestão e propriedade, peculiares em empresas familiares.Principais resultados: os resultados apontam a saliência de três grupos de stakeholders internos na empresa familiar (o fundador, os membros da próxima geração e os funcionários sem vínculo familiar), a partir dos atributos de poder, de legitimidade e de urgência, e considerando a simultaneidade dos papéis desempenhados.Contribuições teóricas: o estudo contribui para a gestão e a priorização de stakeholders, por considerar as semelhanças e as diferenças entre empresas familiares e não familiares; e por incluir o atributo “simultaneidade de papéis” como fator de influência importante nesse fenômeno.Relevância/Originalidade: a inclusão do atributo “simultaneidade de papéis” é relevante para o avanço da “teoria dos stakeholders”, no contexto de empresas familiares, pois oferece maior abrangência e precisão ao modelo de saliência; e o estudo fomenta a discussão sobre como alocar os recursos organizacionais diante das diversas demandas existentes.

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“…Moreover, founders establish initial structure and strategy of the organization (Nelson, 2003; Johnson, 2007). Therefore, founders influence the organization they started long after their exit (Boers and Ljungkvist, 2019; Erçek and Günçavdı, 2016; Nelson, 2003).…”

Section: Frame Of Referencementioning

confidence: 99%

“…To this end, Gedajlovic et al (2004, p. 908) argue that “the idea that the firm belongs to the founder often becomes deeply ingrained in the values (goals, performance targets) and culture of most FMFs, (founder-managed ﬁrms) resulting in taken-for-granted and sometimes fatalistic behaviors on the part of the firm’s other actors.” Specifically, founders usually implement artifacts during the foundation which are difficult to later change (Gedajlovic et al , 2004; Stinchcombe, 1965). Although, how these artifacts are used can vary (Boers and Ljungkvist, 2019; Raspa, 1990; Schein, 1983).…”

Section: Frame Of Referencementioning

confidence: 99%

The founder’s psychological ownership and its strategic implications

Ljungkvist

Boers

2019

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Purpose The purpose of this paper is to understand the change of the founder’s psychological ownership when s/he sells the business and its implications for the organization’s strategy. Design/methodology/approach The study contributes with a longitudinal study of psychological ownership, accounting for its development over time in a Swedish e-commerce company. By applying a case study methodology, conclusions are drawn from a vast amount of archival data and interviews. The empirical material covers the transition from a founder-run, family-owned to a first foreign-owned, and currently private-equity owned company. Findings Theoretically, it extends understandings of psychological ownership and its strategic implications by including former legal owners; that is, how psychological ownership changes after legal ownership ceases. Thereby, it develops the individual dimension (founder and former owner) of psychological ownership as well as its collective dimension (employees toward founder). The paper contributes to the psychological ownership founder and exit-literatures by highlighting continuity after the formal sale of legal ownership and its consequences for the organization. Practical implications It finds that new legal owners can use this heritage to signal continuity and launch strategic changes by transforming it into artifacts. Originality/value This study extends the understanding of development of psychological ownership of founders from foundation to exit and its consequences for the organization’s strategy. This extension sheds new light on founders as artifacts of organizations and thereby their role for the organizational heritage.

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A founder's heritage: the development of organizational identity

Cited by 11 publications

References 66 publications

In a Family Way? A model of family firm identity maintenance by non-family members

In a Family Way? A model of family firm identity maintenance by non-family members

Priorização de Stakeholders em Empresas Familiares: Um Ensaio Teórico

The founder’s psychological ownership and its strategic implications

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