Merging Family and Firm: An Integrated Systems Approach to Process and Change


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Abstract

The blurring of family and business in family businesses can create tremendous stress for all family members. Scholars have been unsuccessful in applying task-oriented, business-based models to a business in which the boundaries between task and family blur and overlap. This article integrates current research and theory related to family interaction, organizational dynamics, and family businesses to present a conceptual framework that details the complex inner workings of family businesses and helps guide those who study and work with them.

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