LEADER 04160nam 2200481I 450 001 9910149377203321 005 20230808200333.0 010 $a1-315-44420-8 010 $a1-315-44418-6 010 $a1-315-44419-4 035 $a(CKB)3710000000933650 035 $a(MiAaPQ)EBC4732825 035 $a(OCoLC)962305872 035 $a(FlBoTFG)9781315444208 035 $a(EXLCZ)993710000000933650 100 $a20181112h20162017 uy 0 101 0 $aeng 135 $aur||| ||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 00$aFamily Capitalism $eBest practices in ownership and leadership /$fedited by Gry Osnes 205 $aFirst edition. 210 1$aBoca Raton, FL :$cRoutledge,$d[2016]. 210 4$dİ2017. 215 $a1 online resource (198 pages) $cillustrations, table 300 $a"A Gower Book"--Cover. 311 $a1-138-21452-3 320 $aIncludes bibliographical references at the end of each chapters and index. 327 $tPart 1:-- Visionary Owenership Chapter 2. Overview Chapter 3. Ladder Entrepreneurship: A social mobility case in USA --James and Victoria Grady Chapter 4. Building Social Capital: An emigration case from UK to Tanzania --Gry Osnes Chapter 5. Strategizing Successions: Sibling loyalty in a French Case --Gry Osnes Chapter 6.-- Cluster Ownership: A multi-generation case from China --Olive Yanli Hou Chapter 7. Technological Innovation: Family commitment in a case from Sweden --Liv Hoek Chapter 8. Stewardship and Integrity: A Lutheran Arab Family in Jerusalem --Gry Osnes Chapter 9. Renewal of a Dynasty: A Colombian owner own account --Angelica Uribe --Part 2:-- Leadership Strategies Chapter 10. Overview: Leadership of Paradox and Distributed Leadership Chapter 11. Autonomy and Role --Liv Hoek Chapter 12. "Letting Go" and "Moving On" --James and Victoria Grady Chapter 13. Selling the Business: A UK owner--Gry Osnes and Victoria Grady Chapter 14.-- Having Power or Strategizing Authority --Gry Osnes Chapter 15. Gender and Leadership --Mona HaugChapter 16. Strategic Avenues for Succession --Gry Osnes Chpater 17. Developing Healthy Ownership: A Non-family Chairman in Norway --Gry Osnes Chapter 18. Summary: Family Capitalism Drive 330 3 $aIn most countries family businesses make up between 50 - 95% of business entities. Families control 30% of the Fortune 500 companies. These owners and their businesses are often an important part of the social fabric in local communities, and increasingly the international economy. Despite this, Family Capitalism, or ownership, has been seen as synonymous with stagnation, conflict and crises. The authors focus on how family owners avoids these pitfalls, and how emotional resources develop strategizing capacities. The book explores how successful family businesses innovate and create Visionary Ownership, and implement it. Two crucial leadership capacities are introduced; Leadership of Paradox and Distributed Leadership. A renewed understanding of family businesses show how the family can generate unique strategic advantages in stewardship, succession, long-term thinking, risk management and building social capital. It shows a different perspective regarding value creation in the economy. The book provides new insights for family owners, advisors, leaders as well as scholars.The findings are from a best-practice research project with cases from China, USA, Germany, Colombia, Israel, Tanzania, France and Sweden. Applying strategy-as-practice theory shows how family owners, across different cultures and sectors, use generic ownership strategies and experiment, such as with cluster ownership and creating new ventures in succession. 606 $aFamily-owned business enterprises$vCase studies 606 $aFamily-owned business enterprises$vCross-cultural studies 615 0$aFamily-owned business enterprises 615 0$aFamily-owned business enterprises 676 $a658.04 702 $aOsnes$b Gry 801 0$bFlBoTFG 801 1$bFlBoTFG 906 $aBOOK 912 $a9910149377203321 996 $aFamily capitalism$967420 997 $aUNINA