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Next-generation leadership development in family businesses: the critical roles of shared vision and family climate

机译:家族企业中的下一代领导力发展:共同愿景和家庭氛围的关键作用

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摘要

The multigenerational survival rate for family-owned businesses is not good. Lack of a shared vision for the family enterprise and weak next-generation leadership are often cited as two of the leading reasons for the failure of family firms to successfully transition from one generation of family ownership to the next. The climate of the business-owning family has also been suggested as important to the performance of the family enterprise. Despite these commonly held tenets, there is a lack of rigorous quantitative research that explores the relationships among these three factors. To address this gap, a quantitative study of 100 next-generation family firm leaders and 350 family and non-family leaders and employees with whom they work was conducted. The results demonstrate that a shared vision for the family business has a strong effect on the leadership effectiveness of next-generation family leaders and a moderate effect on the degree to which they are positively engaged with their work. The findings also show that two dimensions of family climate significantly influence the likelihood that a shared vision for the family firm has been created. Open communication in the family is positively related to the presence of a shared vision for the business. Intergenerational authority, which refers to a senior generation that exercises unquestioned authority and sets the rules, is negatively related to the presence of a shared vision. Surprisingly, a third dimension of family climate, cognitive cohesion, which includes shared values in the family, had no relationship with the degree to which there was a shared vision for the family business. The implications for family business owners is that they would be wise to spend as much time on fostering a positive family climate characterized by open communication as they do on creating and executing a successful business strategy if their goal is to pass the business from one generation of family owners to the next.
机译:家族企业的多代生存率不高。家族企业缺乏从共同的愿景和下一代领导力薄弱的原因经常被认为是家族企业未能成功地从一代家族拥有权过渡到下一代家族拥有权的两个主要原因。有人提出,家族企业的气候对家族企业的业绩很重要。尽管有这些共同的原则,但缺乏严格的定量研究来探索这三个因素之间的关系。为了弥补这一差距,我们对100位下一代家族企业领导人以及350位家族和非家族领导人以及与他们一起工作的雇员进行了定量研究。结果表明,对家族企业的共同愿景对下一代家族领导者的领导效力有很大影响,而对他们积极参与工作的程度也有适度影响。研究结果还表明,家族氛围的两个维度极大地影响了为家族企业建立共同愿景的可能性。家庭中的开放式沟通与企业共同愿景的存在有着积极的关系。代际权威是指行使不受质疑的权威并制定规则的高级一代,与存在共同愿景负相关。令人惊讶的是,家庭气氛的第三个维度,即认知凝聚力,包括家庭中的共同价值观,与家族企业的共同愿景的程度没有关系。对家族企业所有者的影响是,如果他们的目标是使一代人的企业发展下去,那么他们将明智地花费与建立和执行成功的商业策略一样多的时间来培养一种以开放式沟通为特征的积极的家庭氛围。家庭主人要下。

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