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001			239416
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007			cr nn 008mamaa
008			210104s2021 sz | o |||| 0|eng d
020			_a9783030602000
024	7		_a10.1007/978-3-030-60200-0 _2doi
040			_aES-VaU _bspa _cES-VaU _dES-VaU
050		4	_aHD2340.782-2346.5 _b2021 EB
100	1		_avon Schlippe, Arist. _eautor. _4aut _4http://id.loc.gov/vocabulary/relators/aut
245	0	0	_aThe Two Sides of the Business Family : _bGovernance and Strategy Across Generations _cby Arist von Schlippe, Tom A Rüsen, Torsten Groth
250			_a1st ed. 2021.
264		1	_aCham _c2021 _bSpringer International Publishing
300			_a1 recurso en línea
336			_atexto _btxt _2rdacontent
337			_aelectrónico _bc _2rdamedia
338			_arecurso electrónico _bcr _2rdacarrier
490	0		_aManagement for Professionals _x2192-810X
505	0		_aPart I Introduction -- Family strategy over generations -- Part II Managed by neglect: solutions that create problems -- Riding a ghost train: "What happens if 'nothing' happens?" -- Part III The Witten theory of the business family -- Family and business - the "impossible endeavour" -- Family and business family at the same time: the duplicated family -- Part IV Core issues of family strategy -- Appointment decisions: a sense of belonging and drawing limits -- Legitimation: decide without deciding! -- Being aware of mental models -- What's the point of it all? Cross-generational meaningful purpose -- Part V Developing a family strategy -- Re-inventing the wheel! The Witten model of family strategy development.
520			_aThis book focuses on a central success factor for family businesses: maintaining the decision-making ability over generations while not jeopardizing the business due to family conflict, inefficient governance structures, or lack of identification. The authors identify that this is not as easy as the endeavor to bring two social systems together with contradicting logic (family and business) leads to many dangerous pitfalls. This book presents outcomes of a unique research project in which family managers of eleven of the oldest and largest German family businesses, at least the fourth generation, met for more than three years on a regular basis and presented the essence of their family governance structures to each other and to the authors. It was a joint "learning journey" that admits identifying twelve core questions that these families had been answering to keep up the relationship between family and business successfully over generations. Obviously, there is no "right" answer to these questions. The key to success is rather engaging the families in a process to find out their own answers and make them aware of the "two sides": being a family is different from being a business family.
856	4	0	_uhttps://go.openathens.net/redirector/universidadeuropea.es?url=https://doi.org/10.1007/978-3-030-60200-0 _zAcceso a este recurso digital (usuarios Universidad Europea de Valencia)
942			_2lcc _cLE
988			_aSpringer_Business_2021
999			_c239416 _d239416