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Based on a review of the literature and several in-depth case
studies, this book suggests a strategy-as-practice framework for
succession and explores leadership logic, trust and followership.
This book takes the reader through the key stages and disciplines
required for effective top-level succession. Corporations, growing
entrepreneurial companies and family owners all must manage strong
group dynamics and individual needs in a succession transition.
This book includes a wide range of global client cases, including
public sector organizations, corporations, entrepreneurial firms
and family owners. Based on rigorous research and written in an
accessible style with a focus on practical needs, readers will also
be able to combine this analysis within disciplines of governance,
leadership, strategy and organizational development. This book will
be of interest to students at an advanced level, academics and
reflective practitioners as well as executives at the top levels of
businesses.
In most countries family businesses make up between 50 - 95% of
business entities. Families control 30% of the Fortune 500
companies. These owners and their businesses are often an important
part of the social fabric in local communities, and increasingly
the international economy. Despite this, Family Capitalism, or
ownership, has been seen as synonymous with stagnation, conflict
and crises. The authors focus on how family owners avoids these
pitfalls, and how emotional resources develop strategizing
capacities. The book explores how successful family businesses
innovate and create Visionary Ownership, and implement it. Two
crucial leadership capacities are introduced; Leadership of Paradox
and Distributed Leadership. A renewed understanding of family
businesses show how the family can generate unique strategic
advantages in stewardship, succession, long-term thinking, risk
management and building social capital. It shows a different
perspective regarding value creation in the economy. The book
provides new insights for family owners, advisors, leaders as well
as scholars. The findings are from a best-practice research project
with cases from China, USA, Germany, Colombia, Israel, Tanzania,
France and Sweden. Applying strategy-as-practice theory shows how
family owners, across different cultures and sectors, use generic
ownership strategies and experiment, such as with cluster ownership
and creating new ventures in succession.
Based on a review of the literature and several in-depth case
studies, this book suggests a strategy-as-practice framework for
succession and explores leadership logic, trust and followership.
This book takes the reader through the key stages and disciplines
required for effective top-level succession. Corporations, growing
entrepreneurial companies and family owners all must manage strong
group dynamics and individual needs in a succession transition.
This book includes a wide range of global client cases, including
public sector organizations, corporations, entrepreneurial firms
and family owners. Based on rigorous research and written in an
accessible style with a focus on practical needs, readers will also
be able to combine this analysis within disciplines of governance,
leadership, strategy and organizational development. This book will
be of interest to students at an advanced level, academics and
reflective practitioners as well as executives at the top levels of
businesses.
In most countries family businesses make up between 50 - 95% of
business entities. Families control 30% of the Fortune 500
companies. These owners and their businesses are often an important
part of the social fabric in local communities, and increasingly
the international economy. Despite this, Family Capitalism, or
ownership, has been seen as synonymous with stagnation, conflict
and crises. The authors focus on how family owners avoids these
pitfalls, and how emotional resources develop strategizing
capacities. The book explores how successful family businesses
innovate and create Visionary Ownership, and implement it. Two
crucial leadership capacities are introduced; Leadership of Paradox
and Distributed Leadership. A renewed understanding of family
businesses show how the family can generate unique strategic
advantages in stewardship, succession, long-term thinking, risk
management and building social capital. It shows a different
perspective regarding value creation in the economy. The book
provides new insights for family owners, advisors, leaders as well
as scholars. The findings are from a best-practice research project
with cases from China, USA, Germany, Colombia, Israel, Tanzania,
France and Sweden. Applying strategy-as-practice theory shows how
family owners, across different cultures and sectors, use generic
ownership strategies and experiment, such as with cluster ownership
and creating new ventures in succession.
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