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Operatives Management von Familienunternehmen

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Management von Familienunternehmen

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Zusammenfassung

Während sich die strategische Führung auf die Ziele des Unternehmens, der Familie und die erforderlichen Ressourcen und Rahmenbedingungen zu deren Umsetzung fokussiert, konzentriert sich das operative Management darauf, die an den Werten und Zielen ausgerichteten Kernaktivitäten des Unternehmens (also Produktions- und Dienstleistungsprozesse) und die sie ergänzenden Prozesse (also z. B. Verwaltungs- und Finanzierungsprozesse) operativ zu planen, auszuführen, zu steuern und zu kontrollieren.

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Notes

  1. 1.

    sog. „VIP-Regel“: Visible für sichtbar, Important für wichtig und Probable für möglich/machbar.

  2. 2.

    Vgl. für einen State-of-the-Art zum Innovationsmanagement in Familienunternehmen auch De Massis et al. 2013.

  3. 3.

    Für einen Überblick über die wichtigsten Studien zu den Erfolgsauswirkungen von HPWS vgl. bspw. Kling 1995, Godard 2004 oder Gerhart 2005.

  4. 4.

    Werbeaufwand von Procter & Gamble in Deutschland 2011: 522.5 Mio. €. Oder von Ferrero: 397.5 Mio. € (vgl. Trost 2012).

  5. 5.

    Bei transaktionsspezifischen Investitionen handelt es sich um Investitionen, deren Ertrag von der Fortsetzung der spezifischen Transaktion abhängt. Fällt die spezifische Transaktion weg, fallen die Erträge der Investitionen in der nächstbesten Verwendung (also für eine andere Transaktion) niedriger aus oder fallen sogar ganz weg.

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  1. Institut für Entrepreneurship, Mittelstand und Familienunternehmen, Hochschule für Wirtschaft und Recht Berlin, Berlin, Deutschland

    Birgit Felden

  2. Institut für Organisation und Personal, Universität Bern, Bern, Schweiz

    Andreas Hack

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Felden, B., Hack, A. (2014). Operatives Management von Familienunternehmen. In: Management von Familienunternehmen. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-8349-4159-6_8

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