Abstract
The structure of the family/business relationship should be modified by dealing with the various dimensions of management. Thus, by influencing these dimensions, we change the relationship between the family and the business.
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D. C. Hambrick and S. Finkelstein, ‘Managerial discretion: A bridge between polar views on organizations’, in: L. L. Cummings and B. M. Straw (eds), Research in Organizational Behavior, JAI Press, Greenwich, vol. 9 (1987), pp. 369–406.
By competence we mean the ability to achieve goals that have been set (R. G. McGrath, I. MacMillan and S. Venkataraman, ‘Defining and developing competence: a strategic process paradigm’, Strategic Management Journal, vol. 1, 1995, pp. 251–275). In this case the goals are set by the Family Council.
G. Squires, ‘Management as a professional discipline’, Journal of Management Studies, vol. 38, No. 4 (2001), pp. 473–488.
I. Nonaka and H. Takeuchi, The Knowledge-Creating Company, Oxford University Press, Oxford, 1995.
R. M. Grant, ‘The resource-based theory of competitive advantage: implications for strategy formulation’, California Management Review, vol. 33, No. 3 (1991), pp. 114–136.
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© 2010 Alberto Gimeno, Gemma Baulenas & Joan Coma-Cros
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Gimeno, A., Baulenas, G., Coma-Cros, J. (2010). Annex Details of structure. In: Family business models. Palgrave Macmillan, London. https://doi.org/10.1057/9780230282148_7
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DOI: https://doi.org/10.1057/9780230282148_7
Publisher Name: Palgrave Macmillan, London
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