Family Business Review 1997: Vol 10 Index

15 Pages·1997·1.6 MB·English

VOLUME X INDEX
No. 1, SPRING 1997 1-114 Astrachan, J.H.
No. 2, SUMMER 1997 115-210 “Research Note: Perceptions Are Reality:
No. 3, FALL 1997 211-322 How Family Meetings Lead to Collective
No. 4, DECEMBER 1997 323-444 Action,” 37-52
Attorneys
A as family extension, 122
mediation and, 117, 122
Academy of Family Mediators (AFM), 124,132, mediation referral and, 122-123
133 as mediators, 124-125
Accountability prenuptial agreements and, 175-176
family business op)eration and, 66
in family firm, 193
Alft-ed, T. B
“Stakeholder Perceptions of Culture and
Management Balkan economy
Practices in Family and Family Firms—A business activities/experience and, 241, 244
Preliminary Report,” 135,155 business venture taxonomy and, 243
American Arbitration Association, 124 capitalization and, 241, 244
American Bar Association, 124 COMECON and, 240-241
Anderson, R.M., 353 constraints in, 239,244-245,254-256
“Aimotated Bibliography: Prenuptial Agree¬ corporate inheritance and, 241
ments,” 179, 184 demography and, 244
Anton, T. economic facts on, 259-260
Eros, Magic and the Murder of Professor entrepreneural rebirth and, 242-254
Culianu, reviewed, 312-316 factors in, 243-244
Arthur Andersen Center for Family Business, macroeconomic reforms in, 240
323 market orientation in, 240-242
Articles political leadership and, 242
“The [Re]-Emergence of Family Businesses privatization/restructuring in, 340-341
in the Transforming Soviet Bloc: Family SMEs in, 239-240, 242-244
Contributions to Entrepreneurship develop¬ taxation and, 241-242, 244
ment in Romania,” 221-237 Balkan family-business entrepreneurship
“Choosing the Successor in New Zealand barriers to, 254-256
Family Farms,” 151-171 case smdies, 249-253
“Blast Meets West: Innovative Forms of For¬ debt-finance and, 255
eign Trade Finance Between Italian Family equity and, 255
Enterprises and Emerging SMEls in Roma¬ family-business role and, 245
nia,” 263-280 family-business system and, 245-248
“[The Re]-Generation of Family-Business flexible specialization and, 256
Entrepreneurship in the Balkans,” 239-261 growth model for, 253-254
“Research Note: Perceptions Are Reality: labor force and, 255
How Family Meetings Lead to Collective management specialization and, 254-255
Action,” 37-52 market niche and, 255-256
“Resolving Family Business Disputes policy implications for, 256-258
Through Mediation,” 115-134 technology/information issues and, 255
“Stakeholder Perceptions of Culture and See also by specific country
Management Practices in Family and Fam¬ Barber, J.G., interview with, 173-178
ily Firms—A Preliminary Report,” 135-155 Bata,T., interview with, 211-219
“Strategic Management of the Family Busi¬ Bata Shoe Company
ness: Past Research and Future Challenges,” Co.'nmunism and, 212-213
1-35 Eastern bloc collapse and, 212
“Succession Planning in Family Business: entrepreneurship and, 217-218
The Impact of Owner Gender,” 373-393 family history, 211-213
“Team Building and Conflict Management: Jimior Achievement and, 217
Strategies for Family Businesses,” 339-351 National Property Fund, joint venture and,
“Women Elntrepreneurs in Family Business: 214
The Himgarian Case,” 281-302 Nazism and, 212
“Women in Family Business,” 353-370 Velvet Revolution and, 212-213
428
Family Business Re\tew, voI. 10. no.4, December 1997 O Family Finn Institute, Inc.
VOLUME X INDEX
No. 1, SPRING 1997 1-114 Astrachan, J.H.
No. 2, SUMMER 1997 115-210 “Research Note: Perceptions Are Reality:
No. 3, FALL 1997 211-322 How Family Meetings Lead to Collective
No. 4, DECEMBER 1997 323-444 Action,” 37-52
Attorneys
A as family extension, 122
mediation and, 117, 122
Academy of Family Mediators (AFM), 124,132, mediation referral and, 122-123
133 as mediators, 124-125
Accountability prenuptial agreements and, 175-176
family business op)eration and, 66
in family firm, 193
Alft-ed, T. B
“Stakeholder Perceptions of Culture and
Management Balkan economy
Practices in Family and Family Firms—A business activities/experience and, 241, 244
Preliminary Report,” 135,155 business venture taxonomy and, 243
American Arbitration Association, 124 capitalization and, 241, 244
American Bar Association, 124 COMECON and, 240-241
Anderson, R.M., 353 constraints in, 239,244-245,254-256
“Aimotated Bibliography: Prenuptial Agree¬ corporate inheritance and, 241
ments,” 179, 184 demography and, 244
Anton, T. economic facts on, 259-260
Eros, Magic and the Murder of Professor entrepreneural rebirth and, 242-254
Culianu, reviewed, 312-316 factors in, 243-244
Arthur Andersen Center for Family Business, macroeconomic reforms in, 240
323 market orientation in, 240-242
Articles political leadership and, 242
“The [Re]-Emergence of Family Businesses privatization/restructuring in, 340-341
in the Transforming Soviet Bloc: Family SMEs in, 239-240, 242-244
Contributions to Entrepreneurship develop¬ taxation and, 241-242, 244
ment in Romania,” 221-237 Balkan family-business entrepreneurship
“Choosing the Successor in New Zealand barriers to, 254-256
Family Farms,” 151-171 case smdies, 249-253
“Blast Meets West: Innovative Forms of For¬ debt-finance and, 255
eign Trade Finance Between Italian Family equity and, 255
Enterprises and Emerging SMEls in Roma¬ family-business role and, 245
nia,” 263-280 family-business system and, 245-248
“[The Re]-Generation of Family-Business flexible specialization and, 256
Entrepreneurship in the Balkans,” 239-261 growth model for, 253-254
“Research Note: Perceptions Are Reality: labor force and, 255
How Family Meetings Lead to Collective management specialization and, 254-255
Action,” 37-52 market niche and, 255-256
“Resolving Family Business Disputes policy implications for, 256-258
Through Mediation,” 115-134 technology/information issues and, 255
“Stakeholder Perceptions of Culture and See also by specific country
Management Practices in Family and Fam¬ Barber, J.G., interview with, 173-178
ily Firms—A Preliminary Report,” 135-155 Bata,T., interview with, 211-219
“Strategic Management of the Family Busi¬ Bata Shoe Company
ness: Past Research and Future Challenges,” Co.'nmunism and, 212-213
1-35 Eastern bloc collapse and, 212
“Succession Planning in Family Business: entrepreneurship and, 217-218
The Impact of Owner Gender,” 373-393 family history, 211-213
“Team Building and Conflict Management: Jimior Achievement and, 217
Strategies for Family Businesses,” 339-351 National Property Fund, joint venture and,
“Women Elntrepreneurs in Family Business: 214
The Himgarian Case,” 281-302 Nazism and, 212
“Women in Family Business,” 353-370 Velvet Revolution and, 212-213
428
Family Business Re\tew, voI. 10. no.4, December 1997 O Family Finn Institute, Inc.
429
Beckhard, R. See also Balkan economy
The Best of FBR: A Celebration, reviewed, 106- Burkholder, Richard, 380
107 Business, psychology and, 411
Begler, A.L., commentary on “Resolving Fam¬ Business failure, 323
ily Business Disputes Through Mediation,” Business life cycles, growth and, 325
115-134
Best of FBR: A Celebration, The (Beckhard),
reviewed, 106-107 C
Biological imperative, 48
Birth order Capital
behavioral effects of, 203-204 creating, conserving, 332-333
family variables and, 207-208 death tax rate and, 325-326
human history, 203 gender bias and finding, 381-382
rebellion and, 204-205 succession process and, 379-380
research on, 204 Case Reviews
sibling relationships and, 205-207 “Noren Discount Stores: Death of a Family
succession and, 159, 205 Business,” 69-93
Boards of directors Norman Machinery, 96-97
as balance to family influences, 11 Salvatore Ferragamo SpA, 95
benefits of, 150 Sorelle Bakery and Cafe, 96
communication and, 149 Case Western Reserve University, 136
drawbacks of, 12 Ceausescu, N., 313
effectiveness of, 149-150 Chandler, Jr., Alfred D., Strategy and
family operation and, 67 Structure, 398-399
management and, 150 Change
positive aspects of, 11-12 eight-stage process of, 199
strategic planning and, 194-195 leadership and, 199-202
Body of Knowledge Task Force, Family Firm resistance to, 326-327
Institute, 107 self-awareness and, 100
Book Reviews See also Transformational change
The Best of FBR: A Celebration (Beckhard), Chief executive officers (CEOs)
106-107 concerns of others and, 138-139, 150
Bom to Rebel: Birth Order, Family Dynamics, departure styles of, 15
and Creative Lives (Sulloway), 203-208 family firm communication and, 139
Eros, Magic, and the Murder of Professor key role of, 151
Culianu (Anton), 312-316 locus of control and, 139
Home-Based Employment and Family Life non-family managers and, 141-144
(Heck, Owen, and Rowe), 102-105 positivism of, 139,141,151
Leading Change (Kotter), 199-202 self-awareness of, 151
The Living Company: Habits for Survival in a succession planning and, 138-139, 149, 151
Turbulent Business Environment (deGeus), women as, 14
209-210 Child-care, 364-365, 367, 368
Return to Diversity: A Political History of East “Choosing the Successor in New Zealand Fam¬
Central Europe Since fVorld War II ily Farms,” 157-171
(Rothschild), 309-311 Chrisman, J.J., “Strategic Management of the
The 7 Habits of Highly Effective Families Family Business: Past Research and Future
(Covey), 99-101 Challenges,” 1-35
The Stewardship of Private Wealth (Kleberg), Chua, J .H., “Strategic Management of the Fam¬
425-428 ily Business: Past Research and Funire Chal¬
The Ultimate Legacy Qonovic), 421-424 lenges,” 1-35
Bork, David, review by, 421-424 Churchill, N.C., “Non-Market-Based Transfers
Bom to Rebel: Birth Order, Family Dynamia, and of Wealth and Power; A Research Frame¬
Creative Lives (Sulloway), reviewed, 203-208 work for Family Businesses,” 53-68
Briggs, Katherine, 340 Classics
Bulgaria “Evolution and Revolution as Organizations
economic facts on, 260-261 Grow; A company’s past has clues for man¬
family-business entrepreneurship in, 249- agement that are critical to future success,”
251 397-409
430
“Non-Market-Based Transfers of Wealth transformational change and, 201
and Power: A Research Framework for Fam¬ types of family business, 12
ily Businesses,” 53-68 See also Family culture
Cognitive maps, 39 Czechoslovakian Republic
Cole, Patricia M. economic developments in, 214-215
“Women in Family Business,” 353-370
Collaboration, family firm, 192-193
Collective action D
collective cognitions and, 39-40
family agreement and, 40 Danco, Leon, 323
family business and, 40 Davis, Peter S.
family meetings and, 38 “Succession Plarming in Family Business:
group agreement and, 40-41 The Impact of Owner Gender,” 373-393
model, 41-42 Death tax rate, 325-326, 332-333
Collective cognitions, 37-39, 39-40, 44 de Geus, A.
Collective encounters, 38-41 The Living Company: Habits for Survival in a
Communication Turbulent Business Environment, reviewed,
boards and, 149 209-210
CEOs and, 139 deMik, L.,353
family business success and, 350 Departure styles
family culture and, 140, 149 lead of leaders, 15
planning and, 148 Development. See Individual development; Life
succession process and, 376 cycle
Conflict Dino, R.N., review by, 209-210
family, 37 Discovery Research family firm study
family business, 14 age factor and, 144-147
family business mediation and, 115, 121 appendix, 153-154
intergenerational, 14 background, 136
manageable, 123 boards/outside review and, 149-151
sibling rivalry and, 15 CEO perceptions and, 138-140, 151
See also Family business mediation family firm rationale and, 145-146
Conflict, Myers-Briggs Type Indicator (MBTI) findings/discussion, 138-150
as tool for, 345-347 implications, 150-152
Consultants individual development rationale and, 146-
advice giving and, 133-134 147
assiunptions of, 130-131 introduction, 135-136
family business operation and, 67 methodology, 136-137
mediation and, 130-131, 133-134 non-managers and, 141-144, 150-151
mediators and, 130-131, 133-134 performance feedback and, 149
power issues and, 130-131 Dispute resolution
professional background of, 131 continuum of processes in, 127
vision and, 188 persuasion and, 127
Control issue, family businesses and, 422 settlement and, 127
“Conversation with Henry Mintzberg, A,” 185- See also Mediation
198 Distance, family relationships and, 65-66
“Conversation with Tom Batag, A,” 211 -219 Diversity. See Ethnic diversity
Corporate governance, 11 Double-loop learning, 44
See also Boards of Directors
Covey, S.R.
The 7 Habits of Highly Effective Families, E
reviewed, 99-101
Culianu, I., 312-316 Eastern bloc
Culture economic developments in, 214-217, 219,
collective action and, 38-39 221
family business, 145-146 entrepreneurship in, 217-218, 221
family business strategies and, 13 trade finance needs of, 272
organizational longevity and, 210 See also Balkan economy; by specific coim-
shared beliefs and, 38 try; Eastern Europe
431
Eastern Europe F
capitalism in, 310
communism in, 309-310 Family
entrepreneurialism in, 310-311 changing concept of, 126
political history of, 309-311 communication, 37
political regression in, 314-315 conflict, 37
trade in (case example), 276-277 distance in, 65-66
See also Elastem bloc; Eastern European fam¬ overlap with business, 56-57
ily business owner-managed businesses and, 56
Eastern European family business relationship with firm, 12-13
capital and, 266 types of, 12
foreign trade and, 269-270 values, 191,194
forfaiting (case example), 276-279 See also Family culture; Family dynamics;
rebirth of, 265-266 Family members; Romanian family
relationship with West and, 269 Family business
studies of, 266 biological imperative and, 58
survival issues and, 266 collaboration in, 192-193
trade finance needs of, 266-267 culture, 145-146
Western European family business and, 269 cutting edge of, 135
See also Romanian entrepreneurship definition of, 2, 54, 245
“East Meets a West German Multinational economic role of, 245
Family Firm During Reunification and ethnic studies of, 13
Transition: A Personal Voice,” 303-308 European Union and, 265
“East Meets West: Innovative Forms of For¬ family-business overlap in, 56-57
eign Trade Finance Between Italian Family free enterprise system and, 245
Enterprises and Emerging SMEs in Roma¬ group agreement and, 40
nia,” 263-280 historical overview of, 103-104
Economy. See Balkan economy; Global leadership shift in, 281
economy life-cycle issues and, 146
Entrepreneurial Profile Questionnaire, 225 longevity of, 210
Entrepreneurship operational mechanisms in, 66-67
in East Europe, 310-311 statistics on, 265, 281
economic factors and, 286 survival of, 135-136, 209-210
formal education and, 285-286 vulnerability of, 135
network affiliation and, 285 See also Balkan family business entrepreneur-
previous experience and, 286 ship; by specific topic; Eastern European
research on, 53-54 family business; German family business
resource availability and, 286-287 (case example); Home-based business; Hun¬
social learning theory and, 284 garian family business; Italian family busi¬
See also Balkan family-business entrepreneur- ness; Owner-managed business; Spanish fam¬
ship; by specific country; Women entrepre¬ ily business; Stage model, family business;
neurship Stages, family business; Strategic manage¬
Environmental issues ment, family business; Western European
family firm involvement in, 9 family business
Eros, Magic, and the Murder of Professor Family business consultation. See Consultants
Culianu, reviewed, 312-316 Family businesses
Eros and Magic in the Renaissance (Culianu), 312 advice to various generations in, 417-418
Ethics appraisals and, 414
family firm, 9 communication skills for success in, 350
Ethnic diversity gender bias in, 354
family business management and, 6,13 mother, role in, 413
Europe psychoanalytic theory and, 415
European Community and, 264 rivalry, within family and, 412-413
family business in, 265 rules for women’s roles in, 355-356
kaleidoscopic environment in, 264 strategic advantages of, 333-334
trade panems in, 264 succession in, 374
European Community (EC), 264 Family business management, 4-5
European Union, 264-265 See also Strategic management, family firm
Evolution, 398 Family business mediation. See Mediation
Evolutionary models, family business, 15-16
432
Family business research. See Research Father-son/father-daughter relationships. See
Family Business Review, 106 Intergenerational relationships
Family-business system, 245-248 FFI case series editorial board, case reviews by,
Family culture 95-97
communication and, 140, 149 Filbeck, Greg and Linda L. Smith
management practice and, 140-141,151 “Team Building and Conflict Management:
positive, 140-141 Strategies for Family Businesses,” 339-351
succession planning and, 147-148, 151 Foreign trade. See Trade
Family dynamics Forfaiting
birth order and, 207 advantages of, 275-276
changing concept of family and, 126 definition of, 273
strategic planning and, 190-191 extent of, 274
Family farms. New Zealand origins of, 274
agricultural restructuring and, 157 process flow of, 278-279
as common, 157 Romanian case example, 276-279
economic background of, 157-158 transaction process, 274-276
succession process in, 158 See also Trade
succession rules and, 158-160 Free to Hate (Hockenos), 314
Family-farm succession Fiilop, G., “Women Entrepreneurs in Family
birth order and, 159 Business:
commitment and, 159 The Hungarian Case,” 281-302
defined, 158
gender issues and, 158-159
grounded theory of, 169-170 G
number of successors and, 158
parental influence on, 159-160 Gender
planning, 158 family-farm succession and, 158-159, 168
process, 158 succession planning and, 373
rules of, 158-160 succession process and, 387
successor choice stages and, 159-160, 163- See also Women
168 Gender bias
See also New Zealand family farm (study); in family businesses, 354
Succession; Succession, determinants of; finding capital and, 381-382
Succession planning; Succession process; professional development for women and,
Successor choice stages, family farm 366-367
Family Firm Institute (FFI), 107, 132 succession planning and, 380-381, 390-391
Family functioning thinking styles of men versus women and,
business concepts and, 99-100 381
deposit analogy of, 100 women, roles of and, 365-366
elements of change in, 100 women in family businesses and, 353
therapeutic dialogues and, 100 See also Women; Women, roles of
Family meetings Generational life cycle
benefits of, 37 intergenerational partnership and, 60
collective action and, 40 owner-managed business and, 59
as collective encounter, 38-39 power transfer and, 60
definition of, 41 training/development of new generation and,
family agreement and, 45 59-60
in owner-managed businesses, 56-57 German family business (case example)
productivity of, 13-14 East German perspective and, 305-306
shared beliefs and, 38-41 enterprise integration and, 306-307
Family meetings (study) family ownership structure and, 304
background, 37-38 future outlook and, 308
implications, 47 generational integration/succession and, 304
methodology, 45-47 geopolitical orientation and, 305
model, 41-45 post-war entrepreneurship and, 305
questionnaire, 47-50 post-war European financial environment
theory, 38-41 and, 303-304
Fate of the enterprise, 58 reunification and business changes and, 307
Western orientation of, 304
433
Gibson, Katherine, review by, 425-428 H
Glass ceiling, gender bias and, 363-364
Global economy Habbcrshon, T.G., “Research Note: Percep¬
Europtean primacy and, 264 tions Are Reality: How Family Meetings
kaleidoscopic environment of, 263-264 Lead to Collective Action,” 37-52
trade patterns and, 264 Harveston, Paula D., “Succession Planning in
Warsaw Pact nations and, 264 Family Business: The Impact of Owner Gen¬
Western European nations and, 264 der,” 373-393
Globalization Hatten, KJ., “Non-Market-Based Transfers of
entrepreneurial research and, 54 Wealth and Power: A Research Framework
family firm strategies and, 8-9 for Family Businesses,” 53-68
Goals Haynes, J.M., “Resolving Family Business Dis¬
complexity of family business, 7 putes Through Mediation,” 115-134
disparate, 328-329 Heck, R.K.Z, Home-Based Employment and Fam¬
ethnic influences on, 6 ily Life, reviewed, 102-105
family development model and, 6 Hisrich, R.D., “Women Entrepreneurs in Fam¬
most important family business, 6-7 ily Business: The Hungarian Case,” 281-302
succession as, 6, 10 Hockenos, R, 314
Goldberg, S.D., “Noren Discount Stores: Home-based business
Death of a Family Business,” 69-93 children and, 10
Greece family life and, 102-105
economic facts on, 259 increase in, 103-104
family-business entrepreneurship in, 252 information-age capabilities of, 102
See also Balkan economy nine-state study on, 104-105
Greiner, Larry E., “Evolution and Revolution research on, 102
as Organizations Grow; A company’s past has women in, 102
clues for management that are critical to fu¬ worker productivity in, 13
ture success,” 397-409 Home-Based Employment and Family Life, (Heck,
Group agreement Owen, and Rowe) reviewed, 102-105
questionnaire, 47-50 Home leadership, 99
shared beliefs and, 39-41 Home management, 99
Groups Honold, R., review by, 312-316
collective cognitions of, 39 Human capital pterspective, 285
perceptions of, 40-41 Human life cycle, 58
See also Group agreement Hungarian family business
Growth dealing with, 298-299
capital for, 325-326, 332-333 See also Hungarian women entrepreneurs
disparate family goals and, 328-329 Hungarian women entrepreneurs
family purpose, committed for, 334-335 barriers to, 283
folklore, fact and, 323-324 case studies, 292-298
leadership, weak next generation and, 326 Correct paitnership (case study), 297-298
limited capital and, 325-326 education/training and, 300
masters for, 334 Elza-Ker partnership (case study), 293-294
maturing business life cycles and, 325 equity sources of, 2%
model for, 329-333 First Lady and Gentleman Kft, (case study),
non-family managers and, 331-332 295-296
organization and, 332 funding sources and, 300
Pyramid of Ownership Motivations and, 335 Haz-Duo Ltd. (case study), 296-297
resistance to change and, 326-327 household chores of, 291-292, 300
strategic insights for, 330 lifestyle changes of, 291, 300
structuring for, in family business, 67 male entrepreneurs and, 289
successor conflict and, 327 Mater Familias (case study), 292-293
successors for leadership and, 333 network affiliation and, 285
theories about, 324-325 political/economic conditions and, 288, 300
Growth model, 329-330 previous experience and, 286, 299
Guba, E.G., 357 problems of, 290
retail sector and, 287
role in Hungarian economy of, 289-292
role models and, 284-285
434
start-up conditions of, 289-290 Kotter, J.P.
workforce issues and, 300 Leading Change, reviewed, 199-202
Zambo Bakery (case example), 294-295 Krone, S.
Hungary “Annotated Bibliography: Prenuptial Agree¬
economic developments in, 215-216, 287- ments,” 179-184
288 “An Interview with Judy Barber: Prenuptial
female employment in, 288 Agreements, Intimac}', Trust, and Control,”
political conditions in, 287 173-178
post-socialism entrepreneurialism, 242
privatization in, 288
social/cultural conditions in, 282 L
women entrepreneurs in, 289-292
Lank, A.G., “A Conversation with Tom Bata,”
211-219
I Leaders
departure styles of, 15
Individual development process, 146-147 masters of growth, 334
Intergenerational partnership, 60, 64-65 Leadership
Intergenerational relationships, 14 management change and, 412
International Monetary Fund (IMF), 264 next-generation, 326
Interviews organizational change and, 199-202
“A Conversation with Harry Levinson,” 411- primogeniture and, 355-356
420 successors for, 333
“A Conversation with Henry Mintzberg,” Leading Change (Kotter), reviewed, 199-202
185-198 Levinson, Harry, interview with, 411-419
“A Conversation with Tom Bata,” 211-219 Life cycle
“An Interview with Judy Barber: Prenuptial family business and, 146
Agreements, Intimacy, Trust, and Control,” generational, 59-60
173-178 human, 58
Invited commentary model, 16
“Growing the Family Business: Special Chal¬ See also Generational life cycle
lenges and Best Practices,” 323-335 Lifelong yearning
Italian family business transformational change and, 202
family and, 267-268 Lincoln, Y.S., 357
foreign trade and, 268 Little, H.M., “Choosing the Successor in New
patterns in, 267-268 Zealand Family Farms,” 157-171
Romanian trade allowances and, 270 Living companies
characteristics of, 209
cohesion of, 209
J conservatism of, 209
longevity of, 209-210
Johnson, P.A., 353 sensitivity of, 209
Jonovic, Donald J. tolerance of, 209
The Ultimate Legacy, reviewed, 421-424 Living Company : Habits for Survival in a Turbu¬
Jung, Carl, 340 lent Business Environment, The (de Geus), re¬
viewed, 209-210
Lyden, Julie A.
K “Succession Planning in Family Business;
The Impact of Owner Gender,” 373-393
Kaleidoscopic economic environment, 263-264 Lyman, A.R., 353
Karofsky, P., "A Conversation with Harry
Levinson," 411-419
Kaslow, E, “Resolving Family Business Disputes M
through Mediation,” 115-134
Kaye, K., “Resolving Family Business Disputes McCaulley, M., 340
through Mediation,” 115-134 McDermott, R, review by, 203-208
Keating, N.C., “Choosing the Successor in New McKibbin, P. “East Meets West: Innovative
Zealand Family Farms,” 157-171 Forms of Foreign Trade Finance Between
Kleberg, Sally Italian Family Enterprises and Emerging
The Stewardship of Private Wealth, reviewed, SMEs in Romania,” 263-280
425-428
435
Maheshwari, A., “Stakeholder Perceptions of as shuttle diplomats, 117
Culture and Management Practices in Fam¬ therapists and, 124-125, 133-134
ily and Family Firms—A Preliminary Re¬ training of, 124
port.” 135-155 Mendoza, D.
Management “An Interview with Judy Barber: Prenuptial
boards, 150 agreements. Intimacy, Trust, and Control,”
CEO perception of, 138-140,151 173-178
control, 67 review by, 106-107
family culture and, 140-141, 141,147, 151 Mentors
non-family, 331-332 family business operation and, 67
owner value-driven, 421 Mercosur, 264
planning assumptions and, 147-149 Mestrovic, S.G., 314
Management style, organizational development Mintzberg, H., interview with, 185-198
and, 401-402 Myers, Isabel, 340
Managers Myers-Brigg Type Indicator (MBTI), 339
international program for, 195-198 case studies, 347-350
MBA program, for practicing managers, 195- as conflict-management/team building tool,
198 345-347
MBTI. See Myers-Brigg Type Indicator job satisfaction and, 342
(MBTI) overview of, 340-342
Mediation use of, 342-345
advantages of, 117, 121
applications of, 117
assumptions of, 130-131 N
attorneys and, 117,122
business goals and, 131 National Foundation for Women Business
case study, 117-121,128-129 Owners, 281
certificate/training, 124 New Zealand. See Family Farms, New Zealand;
consultation and, 130-131, 133-134 Succession, New Zealand family farm (smdy)
early intervention, 123-124 Nicolescu, L., “The [Re]-Generation of
goal of, 125 Family-Business Entrepreneurship in the
as inclusive, 126 Balkans,” 239-261
labor disputes resolution and, 123 Non-family managers
as last resort, 123 career issues and, 132, 144
legal process continuum and, 127 compensation issues and, 143-144,150-151
limitations of, 127-129 firm future and, 141, 144
principles of, 115 firm participation of, 150-151
process of, 115-117,126 performance feedback of, 149
shuttle diplomacy and, 117,126 planning and, 147-148
standards, 124 role of, 142
therapy and, 124-125, 133-134 succession issues and, 141
Mediation referral task competence and, 142
advantages of, 122-123, 126 task-relationship balance and, 142-143
attorneys and, 122-123 “Non-Market-Based Transfers of Wealth and
importance of early, 123-124 Power: A Research Framework for Family
mediator selection and, 124-125 Businesses,” 53-68
tangential issues and, 123 Noren Discount Stores (case example)
when to initiate, 123-124 background, 69-70
Mediators case overview, 88-89
advice giving and, 133-134 case synopsis, 89-90
attorneys as, 124-5124-5 classroom case analysis, 90-93
authority of, 116 decline period, 81-88
as conflict managers, 123 growth period, 71-78
consultants and, 130-131, 133-134 learning objectives, 89
as facilitators, 115-116 maturity period, 78-81
mediation process and, 116-117 origins, 70-71
power issues and, 130,133 teaching note, 88-93
professional background of, 124 “Noren Discount Stores: Death of a Family
selection of, 124-125, 132 Business,” 69-93
436
Norman Machinery, case review, 96-97 opment in Romania,” 221-237
North American Free Trade Alliance (NAFTA), “East Meets West: Innovative Forms of For¬
264 eign Trade Finance Between Italian Family
Enterprises and Emerging SMEs in Roma¬
nia,” 263-280
O review by, 102-105
Planning
Organizational action, 40 communication and, 148
See also Collective action family meetings and, 37
Organizational culture. See Culture management practices and, 147-149
Organizational development non-family members and, 147-148
five dimensions of, 399-401 See also Strategic planning; Succession plan¬
history, implications of, 407-409 ning
management style and, 401-402 Poutziouris, R, “The [Re]-Generation of
phase 1: creativity, 403 Family-Business Entrepreneurship in the
phase 2: direction, 403-404 Balkans,” 239-261
phase 3; delegation, 404-405 Power transfer
phase 4: coordination, 405 aspiects of, 54-55
phase 5: collaboration, 405-407 defined, 54
phases of, 397-398 generational life cycle and, 60
Organizational life cycle growth model, 253- management succession and, 55
254 stage model of family business and, 65
Organizational structure See also Succession
family vs. non-family business, 15 Poza, E.J., “Stakeholder Perceptions and Family
Organizations Firms—A Preliminary Report,” 135-155
flexible, 332 Prenuptial agreements
See also Family business; Living companies armotated bibliography on, 179-184
O’Sullivan, K., “The (Re]-generation of Family attorneys and, 175-176
Business Entrepreneurship in the Balkans,” children and, 177-178
239-261 closure on, 178
Owen, A.J. control theory and, 183
Home-Based Employment and Family Life, demand for, 179
reviewed, 102-105 derailers to, 176-177
Owner-managed business family jmlicy on, 174-175
biological imperative and, 58 family relationships and, 179
family-business overlap in, 56 intimacy and, 179, 182-184
family business stages and, 59-60 marital relationship and, 177,179-182
family involvement in, 56-57 money/|X)wer issues and, 179-183
family vs. non-family members in, 57 off as offensive/divisive, 175, 179
generational life cycle and, 59 planning of, 176
power transfer and, 54 premarital counseling and, 183-184
succession in, 55, 57 process of, 179
questions for non-family partner about, 177
resource allocation and, 180
P timing of, 177-178
Primogeniture, 355-356
Parenting, 364-365, 367, 368 Productivity
Parmership with Family Business Program, 136 of family members, 13-14
Performance feedback related workers and, 13-14
of family vs. non-family managers, 149 Professional management
Pervin, A., “A Conversation with Henry transition to, 16
Mintzberg,” 185-198 Psychology
Phases of organizational development. See business and, 411
Organizational development psychoanalytical theory in family businesses
Philanthropy, 426 and, 415
Pistrui, D. Pyramid of ownership motivations, 335
“The [ReJ-Emergence of Family Businesses
in the Transforming Soviet Bloc: Family
Contributions to Entrepreneurship Devel¬