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Leading transformation in a family-owned business: insights from an Italian company

Author

Listed:
  • Filomena Canterino
  • Stefano Cirella
  • Marco Guerci
  • Abraham B. Shani
  • Massimo S. Brunelli

Abstract

The increasing volatility of the global economy, coupled with the pace of technological innovation, presents new challenges for family-owned businesses. The complex business dynamics and business inertia of family-owned business require a comprehensive perspective when developing the capability to manage transformations in the face of a business context such as this. This article draws on literature from the field of organisational change and development, organisational behaviour and family business, and proposes an integrative framework. The study is embedded in a collaborative research project with an Italian fashion design company, and portrays a five-year transformation process, starting with the family's decision to hire an external CEO for the first time in its hundred-year history. What has been learned from the case serves as the foundation for a further advancement of the proposed process-model for the management of a transformation in a family-owned business. The implications for research and practice are discussed.

Suggested Citation

  • Filomena Canterino & Stefano Cirella & Marco Guerci & Abraham B. Shani & Massimo S. Brunelli, 2013. "Leading transformation in a family-owned business: insights from an Italian company," International Journal of Entrepreneurship and Innovation Management, Inderscience Enterprises Ltd, vol. 17(1/2/3), pages 54-83.
    • Handle: RePEc:ids:ijeima:v:17:y:2013:i:1/2/3:p:54-83
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    Citations

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    Cited by:

    1. Matthias Filser & Alexander Brem & Johanna Gast & Sascha Kraus & Andrea Calabrò, 2016. "Innovation In Family Firms — Examining The Inventory And Mapping The Path," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 20(06), pages 1-39, August.
    2. Sievinen, Hanna Maria & Ikäheimonen, Tuuli & Pihkala, Timo, 2020. "Owners’ rule-based decision-making in family firm strategic renewal," Scandinavian Journal of Management, Elsevier, vol. 36(3).
    3. Martin R.W. Hiebl & Zhen Li, 2020. "Non-family managers in family firms: review, integrative framework and future research agenda," Review of Managerial Science, Springer, vol. 14(4), pages 763-807, August.
    4. Sami Basly & Amira Hammouda, 2020. "Family Businesses and Digital Entrepreneurship Adoption: A Conceptual Model," Journal of Entrepreneurship and Innovation in Emerging Economies, Entrepreneurship Development Institute of India, vol. 29(2), pages 326-364, September.
    5. Hanna Maria Sievinen & Tuuli Ikäheimonen & Timo Pihkala, 2020. "The advisory role of non-family board members: a case-based study of a family firm," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 24(4), pages 871-903, December.
    6. Hanna Maria Sievinen & Tuuli Ikäheimonen & Timo Pihkala, 2022. "The role of dyadic interactions between CEOs, chairs and owners in family firm governance," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 26(1), pages 223-253, March.

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