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All the Same but Different: Understanding Family Enterprise Heterogeneity

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The Palgrave Handbook of Heterogeneity among Family Firms

Abstract

We explore heterogeneity in family firms from its core antecedents: the presence of family and their pursuit of dual logics in decision-making and position servant leadership, stewardship, and trust as emanating core philosophies, which manifest in an organization-level (AGES) and individual-level (SAGE) framework, and ultimately skill-sets that are all unique to family firms but which also serve to differentiate within this class of firms. Our conceptual meta-model of family enterprise heterogeneity serves as a guide for family firms to identify and understand the perception versus reality of their heterogeneity, and then enables the development of strategies to maintain organizational culture and/or evaluate organizational change.

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Notes

  1. 1.

    From a between family and nonfamily enterprise differences perspective, the five dimensions offer valuable clues into philosophical differences between family leaders and their corporate equivalents. Again, using a configuration and continuum approach to diagnose differences, given the motivation and systemic reward systems, there are likely differences between the leadership approaches pursued dependent on ownership type, or closely held family vs. widely held corporate.

  2. 2.

    For more detail on AGES and SAGE frameworks, see Craig, J. B. and Moores, K. (2017) Leading A Family Business: Best Practice for Long-term Stewardship. Praeger Publishing.

  3. 3.

    For more detail on the perception and reality behavior grid, see Parris et al. (2016) Exploring transparency: A new framework for responsible business management. Organizational Dynamics.

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Authors and Affiliations

  1. Bond University, Gold Coast, Australia

    Ken Moores

  2. Moores Family Enterprises, Burleigh Heads, QLD, Australia

    Ken Moores

  3. Price College of Business, University of Oklahoma, Norman, OK, USA

    Denise Linda Parris

  4. Zicklin School of Business, Baruch College, New York, NY, USA

    Scott L. Newbert

  5. Center for Family Enterprises, Kellogg School of Management, Northwestern University, Evanston, IL, USA

    Justin B. Craig

Authors
  1. Ken Moores
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  2. Denise Linda Parris
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  3. Scott L. Newbert
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  4. Justin B. Craig
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Corresponding author

Correspondence to Ken Moores .

Editor information

Editors and Affiliations

  1. Bryan School of Business and Economics, University of North Carolina-Greensboro, Greensboro, NC, USA

    Esra Memili

  2. School of Business Administration, The University of Mississippi, University, MS, USA

    Clay Dibrell

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Moores, K., Parris, D.L., Newbert, S.L., Craig, J.B. (2019). All the Same but Different: Understanding Family Enterprise Heterogeneity. In: Memili, E., Dibrell, C. (eds) The Palgrave Handbook of Heterogeneity among Family Firms. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-77676-7_21

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