Index
Action plan
Adolescence
separation and individuation in
Adult development
theory of
Aristotle, Politics
Assessment committees
Assessment phase of consultation
Asset management values
Authoritary patterns in families with businesses
Banks, loans from
Barnes, L. B.
Bingham family
Birth order
See also Primogeniture
Board chairman, role of, in family firm
Boards of advisers
Boards of directors
in complex family enterprise
in Controlling Owner family businesses
in Cousin Consortium companies
and family council
importance and role of
Boards of family foundations
Branches, controlling factional orientation of family
Brown-Herz, Fredda
Business
changes in
development stages(see also Expansion/Formalization stage; Maturity stage; Start-Up stage)
factors leading to founding of
professionalizing
thinking developmentally about
Business developmental dimension, of developmental model
moving through stages of
See also Business; Management development plan; Management development team
Business issues
in complex family enterprise
in entrepreneurial experience
in growing and evolving family business
Business planning
Buyout offer
Campbell Soup Company
Capital
financing choices
market, creating family business
resources, in complex family enterprise
retaining
start-up
Capitalization
Career decisions
facilitating good process for initial
Cargill, James R.
Cargill, W. W.
Cargill, Inc.
Cash management
for financing retirement and buyouts
CEO
and boards of directors
role of, in family firm
Change
developmental
time and inevitability of
Children
expenses incurred in launching
raising
Churchill, Neil
Collective ownership
Commitment, management and ownership
Communication
and cooperation, fostering cross-generational
Communist Manifesto
Complex family enterprise
business issues in
family issues in
ownership issues in
Complexity
of Cousin Consortium stage
of family and shareholder group
as measure of business development
Conflict
consultants for resolution of (see also Consultants, consultation)
management, encouraging productive
in sibling and other family relationships
Conflicts of interest
Consistency in communication
Consultants, consultation
assessment phase of
contracting phase of
costs of
evaluation and maintenance phase of
interventions across developmental stages
planned change/implementation phase of
types of
Consulting teams
Contingency plan
Continuity
dream of
as process
Continuity plan
Contracting phase of consultation
Control
balancing unitary, with input from key stakeholders
developing process for shared, among owners
Controlling Owner stage
characteristics of
key challenges of
and Sibling Partnership stage
successions and
transition to
Cooperation and communication, fostering cross-generational
Coopers & Lybrand
Coordination
of structures and plans
Copreneurial couples
Co-presidents
Corning Company
Cousin Consortium stage
characteristics of
key challenges of
successions and
transition to
Culture, company
“Dallas” (TV program)
Danco, L. A.
Davis, J. A.
Decision making
Despair, sense of
Deutsch, M.
Development, measures of
Developmental change, inevitable, constant nature of
Developmental model, building
business dimension
family dimension
ownership dimension
Differentiation
Disengagement from business, senior generation
Diversification, undisciplined
Dividends versus reinvestment
Divorce
Dominance structure
Dominant children
Dorrance family
Dream
company as
of entrepreneurs
individual and shared
negotiating shared
rational analysis versus
du Pont family
Duvall, E. M.
Dyer, W. G., Jr.
Dynasties
See also Complex family enterprise
“Dynasty” (TV program)
Egalitarian arrangements
Emotional tone, of Cousin Consortium families
Employed owners versus nonemployed owners
Employee leasing concept
Employee Stock Ownership Plan (ESOP)
Empty nest
Enmeshment-disengagement
Entering the Business stage
characteristics of
interaction of Sibling Partnership stage with
key challenges of
Entrepreneur
dream of
motivations of
role of
Entrepreneurial experience, founders and
business issues in
characteristics of
factors leading to founding of
family issues in
ownership issues in
transformation of, into family company
Equal owners (partnerships)
Equity partners
Erikson, Erik
Estate planning
in Cousin Consortium companies
forming
See also Succession(s)
Evaluation and maintenance phase of consultation
Expansion/Formalization stage
characteristics of
interaction of Sibling Partnership stage with
key challenges of
management changes in
Expansion/Formalization stage-Sibling Partnership form-Entering the Business stage, see Family business, growing and evolving
Family(ies)
changes in
definitions of
developmental stages of(see also Entering the Business stage; Passing the Baton stage; Working Together stage; Young Business stage)
leadership, generational transfer of
life cycles of
making initial decisions about relationship between work and
managing three-generation working together
thinking developmentally about
working out relationships with extended
Family business, growing and evolving
business issues in
family issues in
ownership issues in
Family council
and board of directors
changing composition of
in complex family enterprise
creation of, to resolve conflicts
guidelines for forming
at Hartwall Group Ltd.
issues before
purpose of
Family developmental dimension, of developmental model
See also Family(ies); Family council; Family plan
Family history
Family issues
in complex family enterprise
in entrepreneurial experience
in growing and evolving family business
Family life cycles
Family mission statement
Family plan
Father-on working relationships
Financing
See also Capital
Firms, family, defined
See also Models
“First among equals,”
Flamholtz, Eric
Ford family
Ford Motor Company
Fortune
Founder, see Entrepreneur
Freud, Sigmund
General Motors
Generation(s)
choosing ownership structure for next
senior, disengagement from business
separation and individuation of younger
three-, working together family, managing
Greiner, Larry
Growth, as measure of business development
Harvard University
Heroic mission
Heroic stature
Holding company, organizing family business as
Honesty
Hub-and-spokes organization structure
Human resource management
Hybrid ownership forms
Ideas, companies as
Identification
Individual generalists
Individual specialists
Individuation, of younger generation
Information system
Inheritance laws and customs, debates over
In-laws
behavior of
family conflicts and
Innovation, guarding against loss of
Integrity, sense of
“Invisible woman,” in family business
IRS
Johnson, Samuel C.
Kikkoman Company
Kimberly, John
Laissez-faire culture
Lansberg, I.
“Launching,” concept of
Lawsuits, minority shareholder
Leadership
in complex family enterprise
concentration(see also Controlling Owner stage)
and first-among-equals role
generational transfer of family
and quasi-parental role
role of
Levinson, D. J.
Levi Strauss
Lewin, Kurt
Life cycle(s)
family
lessons from
organizational
transitions, individual
Life structure
Lifestyle expenses
Loyalty
McGraw-Hill
MacMillan, Cargill, Jr.
MacMillan, W. Duncan
MacMillan, Whitney
Management
changes in Sibling Partnership-Expansion /Formalization Business
and ownership commitment
structural and system changes in
unprofessional
Management development plan
Management development team
forming
Market and product issues
Market entry
Marriage(s)
popularity of
second
Marriage enterprise
creating workable
impact of children on
renegotiation of
Massey-Ferguson
Matriarchies
Maturity stage
characteristics of
key challenges of
“Midlife crisis,”
Midlife transition, managing
Models
building developmental
conceptual, of family firms
three-circle
two-system
Mogi family
Multifamily succession
Nepotism
Nonemployed owners
defining role of
important stakes of
versus employed owners
Nonfamily managers
Occupational choice, in family business
Openness in communication
Operating companies, holding company with subsidiary
Opportunity, desire to seize
Opportunity curve in developing business
Organizational change
Organizational structures
Organizational systems and policies
Original business, how to treat
Owner-manager
desire to be
evolving role of
Owners
defining role of nonemployed
developing process for shared control among
Ownership
hybrid
and management commitment
shared
stages of family business (see also Controlling Owner stage; Cousin Consortium stage; Sibling Partnership stage)
structure, changes in
structure, choosing, for next generation
thinking developmentally about
Ownership developmental dimension, of developmental model
plans in
See also Boards of directors; Ownership; Shareholder meetings
Ownership issues
in complex family enterprise
in entrepreneurial experience
in growing and evolving family business
Papal Encyclical (1891)
Participative culture
Partner, role of, in family firm
Partnership, see Sibling Partnership stage
Passing the Baton stage
characteristics of
key challenges of
Paternalism
Paternalistic culture
Planned change/implementation phase of consultation
Planning
See also Strategic planning
Plato
Laws
Republic
Political structures, Cousin Consortium families as
Power, distribution of, in Young Business Family stage
Prenuptial agreement
Primogeniture
Production Credit Association (PCA)
Professional culture
Professionalization
Progressive successions
Public offering
Pulitzer family
“Pull” forces
“Push” forces
Quasi-parental leader
Rational analysis versus dream
Recursive successions
Recycles
Reinvestment
dividends versus
Remarriage
Retirement
attitudes toward
pleasures of
See also Succession(s)
Rivalry
generational
sibling
Rockefeller family
Rothschild family
Salaries, employee
Sales representative, role of, in family firm
S. C. Johnson & Son
Separation, of younger generation
Shared authority
Shared management responsibilities
Shared ownership
Shareholder(s)
active and passive
in complex family enterprise
group, managing complexity of family and
meetings
non-family
Sibling Partnership stage
characteristics of
and Controlling Owner stage
and Cousin Consortium stage
interaction of Entering the Business stage with
interaction of Expansion/Formalization stage with
key challenges of
management changes in
successions and
transition to
Sibling relationships
in business families
in Entering the Business stage
lifelong
Sonnenfeld, Jeffrey
Spouse copreneurship
Stakeholders, balancing unitary control with input from key
Start-Up stage
characteristics of
key challenges of
Steinberg, Mitzi
Steinberg, Sam
Steinberg, Inc.
Strategic challenges
Strategic focus
Strategic planning
Strategic refocus
Strategy, company
Structural and system changes
Structures and plans, coordinating
Succession(s)
complex process of
“conspiracy,”
and negotiating shared dream
planning, consultants for
senior generation disengagement from business
transition to Controlling Owner Business
transition to Cousin Consortium
transition to Sibling Partnership
understanding diversity of
Survival
Systems, family businesses as
Tagiuri, R.
Team effort
Therapy, need for family
Three-circle model
Three-generation families
Time, and inevitability of change
Transition(s)
to Controlling Owner Business
to Cousin Consortium
individual life cycle
managing midlife
to Sibling Partnership
Trusts
Two-system model
Vancil, Richard
Variety of succession options
Venture, transformation of new, into family company
Vision, future
Wal-Mart
Ward, John
Work and family, making initial decisions about relationship between
Working Together stage
characteristics of
key challenges of
Yale University
Young Business stage
characteristics of
key challenges of
Zeus