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This book presents methods for dealing with conflict in family firms. The first part of the book defines conflict in general and then in the context of family businesses. It then identifies several approaches to dealing with conflict. As the author makes clear, conflict can negatively impact the performance of a family firm while unresolved conflict often results in unsuccessful transition to the next generation. Therefore, she presents a model that looks at the causes of conflict and ways of resolving it. The second part of the book presents case studies of conflicts in family business, examining such companies as Gucci and L'Oreal and applying the theory. This book will serves as a foundational text in managing disputes in family enterprises.

Family-owned business enterprises. --- Business enterprises, Family-owned --- Family business --- Family businesses --- Family enterprises --- Family firms --- Business. --- Business and Management. --- Family Business. --- Business enterprises --- Family-owned business enterprise.

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According to management and psychology courses, as well as legions of consultants in organizational psychology, shared vision in dyads, teams and organizations can fill us with hope and inspire new possibilities, or delude us into following false prophets. However, few research studies have empirically examined the impact of shared vision on key organizational outcomes such as leadership effectiveness, employee engagement, organizational citizenship, coaching and organizational change. As a result, the field of organizational psychology has not yet established a causal pattern of whether, if, and how shared vision helps dyads, teams and organizations function more effectively. The lack of empirical work around shared vision is surprising given its long-standing history in the literature. Bennis and Nanus (1982) showed that distinctive leaders managed attention through vision. The practitioner literature has long proclaimed that vision is a key to change, while Conger and Kanungo (1998) discussed its link to charismatic leadership. Around the same time, positive psychology appeared in the forms of Appreciative Inquiry (Cooperrider, Sorensen, Whitney, & Yaeger, 2000) and Positive Organizational Scholarship (Cameron, Dutton, & Quinn, 2003). In this context, a shared vision or dream became a legitimate antecedent to sustainable change. But again, empirical measurement has been elusive. More recently, shared vision has been the focus of a number of dissertations and quantitative studies building on Intentional Change Theory (ICT) (Boyatzis, 2008) at dyad, team and organization levels of social systems. These studies are beginning to lay the foundations for a systematic body of empirical knowledge about the role of shared vision in an organizational context. For example, we now know that shared vision can activate neural networks that arouse endocrine systems and allow a person to consider the possibilities of a better future (Jack, Boyatzis, Leckie, Passarelli & Khawaja, 2013). Additionally, Boyatzis & Akrivou (2006) have discussed the role of a shared vision as the result of a well-developed set of factors that produce a desired image of the future. Outside of the organizational context, positive visioning has been known to help guide future behavior in sports psychology (Loehr & Schwartz, 2003), medical treatment (Roffe, Schmidt, & Ernst, 2005), musical performance (Meister, Krings, Foltys, Boroojerdi, Muller, Topper, & Thron, 2004), and academic performance (Curry, Snyder, Cook, Ruby, & Rehm, 1997). This Research Topic for Frontiers in Psychology is a collection of 14 original papers examining the role of vision and shared vision on a wide variety of desired dependent variables from leadership effectiveness and executive performance to organizational engagement, citizenship and corporate social responsibility, and how to develop it through coaching.

Leadership --- Family Business --- relationships --- engagement --- Vision --- citizenship --- coaching --- Emotional Intelligence --- prospection --- Shared Vision --- Leadership --- Family Business --- relationships --- engagement --- Vision --- citizenship --- coaching --- Emotional Intelligence --- prospection --- Shared Vision

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According to management and psychology courses, as well as legions of consultants in organizational psychology, shared vision in dyads, teams and organizations can fill us with hope and inspire new possibilities, or delude us into following false prophets. However, few research studies have empirically examined the impact of shared vision on key organizational outcomes such as leadership effectiveness, employee engagement, organizational citizenship, coaching and organizational change. As a result, the field of organizational psychology has not yet established a causal pattern of whether, if, and how shared vision helps dyads, teams and organizations function more effectively. The lack of empirical work around shared vision is surprising given its long-standing history in the literature. Bennis and Nanus (1982) showed that distinctive leaders managed attention through vision. The practitioner literature has long proclaimed that vision is a key to change, while Conger and Kanungo (1998) discussed its link to charismatic leadership. Around the same time, positive psychology appeared in the forms of Appreciative Inquiry (Cooperrider, Sorensen, Whitney, & Yaeger, 2000) and Positive Organizational Scholarship (Cameron, Dutton, & Quinn, 2003). In this context, a shared vision or dream became a legitimate antecedent to sustainable change. But again, empirical measurement has been elusive. More recently, shared vision has been the focus of a number of dissertations and quantitative studies building on Intentional Change Theory (ICT) (Boyatzis, 2008) at dyad, team and organization levels of social systems. These studies are beginning to lay the foundations for a systematic body of empirical knowledge about the role of shared vision in an organizational context. For example, we now know that shared vision can activate neural networks that arouse endocrine systems and allow a person to consider the possibilities of a better future (Jack, Boyatzis, Leckie, Passarelli & Khawaja, 2013). Additionally, Boyatzis & Akrivou (2006) have discussed the role of a shared vision as the result of a well-developed set of factors that produce a desired image of the future. Outside of the organizational context, positive visioning has been known to help guide future behavior in sports psychology (Loehr & Schwartz, 2003), medical treatment (Roffe, Schmidt, & Ernst, 2005), musical performance (Meister, Krings, Foltys, Boroojerdi, Muller, Topper, & Thron, 2004), and academic performance (Curry, Snyder, Cook, Ruby, & Rehm, 1997). This Research Topic for Frontiers in Psychology is a collection of 14 original papers examining the role of vision and shared vision on a wide variety of desired dependent variables from leadership effectiveness and executive performance to organizational engagement, citizenship and corporate social responsibility, and how to develop it through coaching.

Leadership --- Family Business --- relationships --- engagement --- Vision --- citizenship --- coaching --- Emotional Intelligence --- prospection --- Shared Vision

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Der Mittelstand als Rückgrat der deutschen Wirtschaft steht vor einer kaum beachteten Herausforderung: dem Generationenwechsel auf den Chefsesseln. Demographischer Wandel und Alterung der heutigen Unternehmergeneration erhöhen die Anzahl angebotener Unternehmensübergaben. Aufgrund einer nach wie vor immer weniger werdenden Anzahl an Existenzgründungen kann dieses Angebot mangels Nachfrage immer schwieriger gedeckt werden. Das Problem hierbei ist: Scheitert der Generationenwechsel, erodiert das Erfolgsmodell Mittelstand. Das Buch liefert allen Interessierten einen Einblick dahingehend, was ein Unternehmer selbst tun kann, damit seine eigene Betriebsübergabe erfolgreich (nicht) scheitert. Der Inhalt Generationenwechsel im Mittelstand Relevanz der Unternehmensnachfolge Was kann ein Unternehmer tun, damit die Betriebsübergabe scheitert Was sollte ein Unternehmer tun, damit der Generationenwechsel erfolgreich wird Die Zielgruppen Unternehmensinhaber und Geschäftsführer, Manager aus dem Mittelstand Fachexperten aus Wirtschaft, Wissenschaft und Politik Studierende Der Autor Dr. Sascha Genders, LL.M. Eur., ist promovierter Volkswirt und Magister des Europäischen Rechts. Er ist stellvertretender Hauptgeschäftsführer der IHK Würzburg-Schweinfurt, zudem als Hochschuldozent aktiv sowie Autor und Herausgeber erfolgreicher Sach- und Fachbücher. Als Experte mit Erfahrung in der Beratung für Unternehmensnachfolge, Existenzgründung und Start-ups verfügt er über umfangreiches Praxiswissen im Thema Generationenwechsel.

Strategic planning. --- Leadership. --- Management. --- Family-owned business enterprises. --- Business Strategy and Leadership. --- Family Business.

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Long description: Wenn einschneidende Veränderungen massive Verunsicherungen im Leben der Menschen und ihrer Organisationen erzeugen, dann wird der Ruf nach guter Führung, nach neuen wirksamen Lösungen, die die Unsicherheit wieder wegnehmen, unüberhörbar. Im Unternehmenskontext sind dies die Zeiten, in denen neue Konzepte und Lösungsversprechen ins Leben treten und vorübergehend viel Aufmerksamkeit auf sich ziehen. Lassen sich familiengeführte Unternehmen von solchen Entwicklungen beeindrucken? In der Regel nicht. Familienunternehmen repräsentieren in der Art, wie sie geführt werden, eine ganz eigene Welt. Eine dieser identitätsstiftenden Besonderheiten ist ganz sicher in der Art und Weise zu sehen, wie in ihnen Führung organisiert ist und alltäglich praktiziert wird. Dieses Buch beleuchtet die Eigenheiten in der Führung von Familienunternehmen und gibt Einblicke in die Möglichkeiten, wie sich auch diese Unternehmensformen an neue Rahmenbedingungen und die neuen Anforderungen anpassen können. Biographical note: Rudolf Wimmer Prof. Dr. Rudolf Wimmer ist Gründer der osb international, Wien, und einer der prominentesten Vertreter der systemischen Unternehmensberatung. Er hat den Lehrstuhl für Führung und Organisation am Institut für Familienunternehmen der Universität Witten-Herdecke inne und ist seit 2012 Vizepräsident der Universität. Seine Arbeitsschwerpunkte sind Managemententwicklung, Strategie- und Leitbildfragen sowie zeitgemäßes Führungs- und Organisationsverständnis.

Family-owned business enterprises. --- Strategic planning. --- Leadership. --- Industrial organization. --- Family Business. --- Business Strategy and Leadership. --- Organization.