Accounting and Management in the Pasta Industry: The De Cecco Case (1886–1955)

Consorti, Augusta; D'Amico, Luciano; Sargiacomo, Massimo

doi:10.4324/9781315624259-9

Cited by 1 publication

(2 citation statements)

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“…On the contrary the subject of this study, the pasta industry seems to have been almost totally hitherto neglected. Indeed, to date, there is only one historical research work published on the pasta industry, that of Consorti et al (2016). Thus, this study will contribute to this scarce literature.…”

Section: Literature Reviewmentioning

confidence: 90%

“…Despite a business environment with uncertain politics, bureaucracy and unreliable public services, many Italian family businesses have been able to survive and, in some situations, grow to become leaders in the sector (Economist, 2011). Some examples of Italian family businesses already explored in the literature include Armani and Zegna (Colli and Merlo, 2007), Brioni (Sargiacomo, 2008, 2018), DeCecco (Consorti et al , 2016) and Borri (Masino, 2021). The research here continues in this vein by analysing the evolution of a large Italian family firm, namely, Barilla.…”

Section: Literature Reviewmentioning

confidence: 99%

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Examining a centenary family business in the pasta industry: the case of Barilla, 1877–1971

Sargiacomo,

Gliosca,

Quinn

2023

JMH

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Purpose This study aims to explore the evolution of corporate governance through a 100-year-old Italian Barilla pasta family business from its founding to 1971. The study builds on prior research which has applied the three-circle model of family business systems in a historic context. Design/methodology/approach Using legal records, five phases in the history of Barilla are noted. Annual reports and other sources have allowed for some more insights into business events and developments. Then, drawing on the three-circle model of family business, the corporate governance regime is mapped to the model and the family actors. Findings The findings here support extant literature in that the systems in the three-circle model are found to overlap more in a historic setting. Challenges with the three-circle model are also noted, specifically, when corporate governance is considered across a century of an organisation’s history. Originality/value This study supports prior use of three-circle model of a family business in an historic context, providing further evidence the model is not static over time. Contrary to the original three-circle model, this study suggests that family actors can potentially occupy more than one location in the model if the non-human actor of corporate governance and its effect on human actors is also considered.

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Section: Literature Reviewmentioning

confidence: 90%