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Organizational Development Initiatives that Best Position Family-Owned Firms for Success.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Organizational Development Initiatives that Best Position Family-Owned Firms for Success./
Author:	Danielski, Erica S.
Description:	1 online resource (65 pages)
Notes:	Source: Masters Abstracts International, Volume: 56-05.
Subject:	Management. -
Online resource:	click for full text (PQDT)
ISBN:	9780355086614

Organizational Development Initiatives that Best Position Family-Owned Firms for Success.
Danielski, Erica S.

Organizational Development Initiatives that Best Position Family-Owned Firms for Success. - 1 online resource (65 pages)

Source: Masters Abstracts International, Volume: 56-05.

Thesis (M.B.A.)--The College of St. Scholastica, 2017.

Includes bibliographical references

An astounding 99.7 percent of all U.S. businesses are small businesses and employ just over half of all private sector employees in the United States (Keller, 2010; The small business economy, a report to the President of the United States, 2010). A majority of these small businesses are family-owned (Keller, 2010). Research shows that family-owned firms tend to outperform their publicly-held counterparts (McVey & Draho, 2005). However, there is a large gap in these results, with the top performing family firms dwarfing the returns of other family-owned firms. Additionally, history illustrates that over 70% of family-owned businesses do not survive the transition from founder to second generation (Giarmarco, 2012) and 90% do not survive the transition to the third generation (Beckhard & Dyer, 1983). The purpose of this project is to review the opportunities and challenges that face family-owned firms and illustrate the practices and behaviors that best position these firms to be among the top performers and to survive transition periods. Research illustrates five core areas in which family-owned firms face the majority of their challenges and opportunities: (1) having a clear definition of success, (2) strategic planning, (3) firm governance, (4) succession planning, and (5) culture. Certain business management, organization development, and change management strategies, theories, and practices enable these firms to produce high levels of return and ensure their viability for generations.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780355086614Subjects--Topical Terms:

558618
Management.
Index Terms--Genre/Form:

554714
Electronic books.

Organizational Development Initiatives that Best Position Family-Owned Firms for Success.
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500 $a Source: Masters Abstracts International, Volume: 56-05.
500 $a Adviser: Frank Plachecki.
502 $a Thesis (M.B.A.)--The College of St. Scholastica, 2017.
504 $a Includes bibliographical references
520 $a An astounding 99.7 percent of all U.S. businesses are small businesses and employ just over half of all private sector employees in the United States (Keller, 2010; The small business economy, a report to the President of the United States, 2010). A majority of these small businesses are family-owned (Keller, 2010). Research shows that family-owned firms tend to outperform their publicly-held counterparts (McVey & Draho, 2005). However, there is a large gap in these results, with the top performing family firms dwarfing the returns of other family-owned firms. Additionally, history illustrates that over 70% of family-owned businesses do not survive the transition from founder to second generation (Giarmarco, 2012) and 90% do not survive the transition to the third generation (Beckhard & Dyer, 1983). The purpose of this project is to review the opportunities and challenges that face family-owned firms and illustrate the practices and behaviors that best position these firms to be among the top performers and to survive transition periods. Research illustrates five core areas in which family-owned firms face the majority of their challenges and opportunities: (1) having a clear definition of success, (2) strategic planning, (3) firm governance, (4) succession planning, and (5) culture. Certain business management, organization development, and change management strategies, theories, and practices enable these firms to produce high levels of return and ensure their viability for generations.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
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710 2 $a The College of St. Scholastica. $b Management. $3 1181355
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