Family Capitalism

<p>In most countries family businesses make up between 50 - 95% of business entities. Families control 30% of the Fortune 500 companies. These owners and their businesses are often an important part of the social fabric in local communities, and increasingly the international economy. Despite this, <i>Family Capitalism</i>, or ownership, has been seen as synonymous with stagnation, conflict and crises. The authors focus on how family owners avoids these pitfalls, and how emotional resources develop strategizing capacities. </p><p></p><p>The book explores how successful family businesses innovate and create <i>Visionary</i> <i>Ownership, </i>and implement it. Two crucial leadership capacities are introduced; <i>Leadership of Paradox</i> and <i>Distributed Leadership</i>. </p><p></p><p>A renewed understanding of family businesses show how the family can generate unique strategic advantages in stewardship, succession, long-term thinking, risk management and building social capital. It shows a different perspective regarding value creation in the economy. The book provides new insights for family owners, advisors, leaders as well as scholars.</p><p></p><p>The findings are from a best-practice research project with cases from China, USA, Germany, Colombia, Israel, Tanzania, France and Sweden. Applying strategy-as-practice theory shows how family owners, across different cultures and sectors, use generic ownership strategies and experiment, such as with cluster ownership and creating new ventures in succession. </p><p></p> <p><strong>Part 1:</strong> Visionary Owenership Chapter 2. Overview Chapter 3. Ladder Entrepreneurship: A social mobility case in USA <em>James and Victoria Grady</em> Chapter 4. Building Social Capital: An emigration case from UK to Tanzania <em>Gry Osnes </em>Chapter 5. Strategizing Successions: Sibling loyalty in a French Case <em>Gry Osnes</em> Chapter 6.Cluster Ownership: A multi-generation case from China <em>Olive Yanli Hou </em>Chapter 7. Technological Innovation: Family commitment in a case from Sweden <em>Liv Hoek </em>Chapter 8. Stewardship and Integrity: A Lutheran Arab Family in Jerusalem <em>Gry Osnes </em>Chapter 9. Renewal of a Dynasty: A Colombian owner own account <em>Angelica Uribe </em><strong>Part 2:</strong> Leadership Strategies Chapter 10. Overview: Leadership of Paradox and Distributed Leadership Chapter 11. Autonomy and Role <em>Liv Hoek </em>Chapter 12. "Letting Go" and "Moving On" <em>James and Victoria Grady</em> Chapter 13. Selling the Business: A UK owner <em>Gry Osnes and Victoria Grady</em> Chapter 14.Having Power or Strategizing Authority <em>Gry Osnes </em>Chapter 15. Gender and Leadership <em>Mona Haug </em>Chapter 16. Strategic Avenues for Succession <em>Gry Osnes </em>Chpater 17. Developing Healthy Ownership: A Non-family Chairman in Norway <em>Gry Osnes </em>Chapter 18. Summary: Family Capitalism Drive</p>