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Resting on your laurels: The plateauing of the owner-manager

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  • Malone, Stewart
  • Jenster, Per

Abstract

Owner-managers can get 'plateaued', i.e. decide to put their extra efforts into activities outside the job; they do not delegate and they no longer get the same sense of satisfaction and accomplishment when they do work for their companies. Symptoms involve providing the same product or service for the same customers over many years, and having too much cash and too few ideas for using it. Stewart Malone and Per Jenster examine the causes of plateauing and make suggestions for avoiding the trap. These including taking a sabbatical, using boards of advisors, vicariously participating in the growth of new employees and developing new products. Government bodies can also spur on entrepreneurship by tax breaks and start-up programmes. All of these ideas can 'put the romance back into the 20 year-old marriage (career)' of an owner-manager.

Suggested Citation

  • Malone, Stewart & Jenster, Per, 1991. "Resting on your laurels: The plateauing of the owner-manager," European Management Journal, Elsevier, vol. 9(4), pages 412-418, December.
    • Handle: RePEc:eee:eurman:v:9:y:1991:i:4:p:412-418
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    Cited by:

    1. Sami Basly, 2006. "Propriété, décision et stratégie de l'entreprise familiale : Une analyse théorique," Post-Print halshs-00192818, HAL.
    2. Gallo, Miguel A. & Ariño, Africa & Mañez, Isabel & Cappuyns, Kristin, 2004. "Internationalization via strategic alliances in family businesses," IESE Research Papers D/540, IESE Business School.
    3. Sami Basly, 2005. "Internationalization of family firms in a knowledge-based view," Post-Print halshs-00168486, HAL.

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