The Two Sides of the Business Family

Schlippe, Arist von; Rüsen, Tom A.; Groth, Torsten

doi:10.1007/978-3-030-60200-0

Cited by 49 publications

(3 citation statements)

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“…The cohesion of these often regionally dispersed family members cannot be taken for granted. Rather, it must be actively established for example, by being explicitly managed and formally organized (Kleve et al, 2020;von Schlippe et al, 2021).…”

Section: Narratives On the Familiarity Factormentioning

confidence: 99%

Narratives of survival: how entrepreneurial families narrate their longevity

Boyd

Nagel

Schneider

et al. 2023

IJEBR

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PurposeThe question of crisis resistance and resilience of long-lived family businesses became particularly volatile with the beginning of the Corona crisis. In this context the project “Narratives of Survival” was launched focusing on the prevailing narratives to find out how crisis situations have been dealt with and narrated by long-lived German family firms.Design/methodology/approachBased on narrative interviews, the empirical study of transgenerational entrepreneurship was first approached in an open-ended manner. The interview guideline addresses different types of crises and asks about resources, insights, regulations and explanations for the longevity of the family businesses.FindingsIn the qualitative content analysis, 12 guiding narratives were pointed out, providing information about the self-narratives of these entrepreneurial families which revolve around the three themes of self-image, familiarity and strategy.Originality/valueThis study provides information about the secrets of longevity of four very old family firms. The narratives revealed that strengthening the identity of the entrepreneurial family and employees of the family business as well as generating a shared reality, supports constructive handling of challenges and crises. This study contributes to theory by answering calls for narrative analysis in family firms and to practice by showing what younger companies can learn from long-lived family businesses.

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Section: Narratives On the Familiarity Factormentioning

confidence: 99%

Narratives of survival: how entrepreneurial families narrate their longevity

Boyd

Nagel

Schneider

et al. 2023

IJEBR

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“…This assures accountability and control (Gallo & Kenyon-Rouvinez, 2005). This governance system defines how to organize relationships within the business family context (Schlippe et al, 2021) and between the business family and the business (Berent-Braun & Uhlaner, 2012). It's important that business families define specific governance mechanisms that will help them make the best decisions, who will serve on these governance bodies, and which issues each mechanism will help the family address.…”

Section: Governance Processesmentioning

confidence: 99%

Developing Your Business Family Strategy: Where to Start and What to Consider

Rüsen¹,

Botero²,

Schlippe³

et al. 2023

EIX

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“…Family firms are typically defined through ownership of the business by one or a few families (Daspit et al, 2021;Hernández-Linares et al, 2018). Thus, the owning family can exert substantial influence on key strategic decisions and the development of the business through their ownership, sometimes in conjunction with the participation of family members in management (Davis, 1983) as well as family members on supervisory boards (Von Schlippe et al, 2021). In many family firms, ownership and management are maintained across several generations, and a key challenge for their long-term survival is to sustain the entrepreneurial and innovative spirit of the founding generation of entrepreneurs for their successors (Littunen and Hyrsky, 2000;Roffia et al, 2021;Strobl et al, 2022).…”

Section: Background and Motivationmentioning

confidence: 99%