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Cultural Change in Family Firms: Anticipating andManaging Business and Family Transitions
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  • Wiley

More About This Title Cultural Change in Family Firms: Anticipating andManaging Business and Family Transitions

  • English

English

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.
  • English

English

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.

  • English

English

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

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