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Issues in Growing a Family Business: A Strategic Human Resource Model

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  • Sandra W. King
  • George T. Solomon
  • Lloyd W. Fernald

Abstract

The conceptual literature on family businesses suggests that family businesses have difficulty managing their human resources, especially when it concerns a family member or the transition from the founder to the successor. The authors empirically examined the assumptions raised in the conceptual literature regarding whether family businesses were experiencing human resource problems in growing their business and what factors enabled or constrained the ability of their businesses to grow. The authors used in‐depth interviewing to collect data in order to emphasize the depth of the issue. Using content analysis with subject matter experts coding the data, the authors sought to mine the richness of data. Finally, the authors analyzed the data using Elliot Jaques' Stratified Systems Theory as a model to examine the strategic human resource issues and to draw some tentative conclusions.

Suggested Citation

  • Sandra W. King & George T. Solomon & Lloyd W. Fernald, 2001. "Issues in Growing a Family Business: A Strategic Human Resource Model," Journal of Small Business Management, Taylor & Francis Journals, vol. 39(1), pages 3-13, January.
  • Handle: RePEc:taf:ujbmxx:v:39:y:2001:i:1:p:3-13
    DOI: 10.1111/0447-2778.00002
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    Cited by:

    1. Caprano, Johannes, 2019. "Recruiting Generation Y for the Backbone of Economy: Organizational Attractiveness of Small, Family Owned, and Rural Firms," Junior Management Science (JUMS), Junior Management Science e. V., vol. 4(4), pages 493-523.
    2. Shimei Yan & Gang Zhang, 2023. "Configurational patterns of human resource practices in the family-business systems: a multiple case study in China," Asian Business & Management, Palgrave Macmillan, vol. 22(5), pages 2029-2055, November.

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