{"id":86,"date":"2018-12-24T20:03:48","date_gmt":"2018-12-25T01:03:48","guid":{"rendered":"http:\/\/pressbooks.library.upei.ca\/smallbusinessmanagement\/chapter\/family-businesses\/"},"modified":"2019-08-29T09:28:28","modified_gmt":"2019-08-29T13:28:28","slug":"family-businesses","status":"publish","type":"chapter","link":"https:\/\/pressbooks.library.upei.ca\/smallbusinessmanagement\/chapter\/family-businesses\/","title":{"raw":"Chapter 3: Family Businesses","rendered":"Chapter 3: Family Businesses"},"content":{"raw":"<div id=\"navbar-top\" class=\"navbar\">\r\n<h1 class=\"navbar-part left\"><span style=\"font-family: Roboto, Helvetica, Arial, sans-serif; font-size: 1.3rem; font-weight: bold;\">Family Business: An Overview<\/span><\/h1>\r\n<\/div>\r\n<div id=\"book-content\">\r\n<div class=\"textbox learning-objectives\">\r\n<h3 itemprop=\"educationalUse\">Learning Objectives<\/h3>\r\n<ol id=\"cadden_1.0-ch03_s01_l01\" class=\"orderedlist\">\r\n \t<li>Explain what a family business is.<\/li>\r\n \t<li>Understand the role that family businesses play in the US economy.<\/li>\r\n \t<li>Explain the advantages and disadvantages of family businesses.<\/li>\r\n<\/ol>\r\n<\/div>\r\n<p id=\"cadden_1.0-ch03_s01_p04\" class=\"para\">\u201cFamily businesses are different.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_001\">[footnote]BDO 2009 Report: \u201cFocusing on Business Families,\u201d BDO, November 2009, accessed October 8, 2011, static.staging.bdo.defacto-cms.com\/assets\/documents\/2010\/04\/Focusing_on _business_families.pdf.[\/footnote]<\/span><\/p>\r\n<p id=\"cadden_1.0-ch03_s01_p01\" class=\"para editable block no-indent\">There is no agreed-on definition of a family business. The percentage of ownership, the strategic control, the involvement of multiple generations, and the intention for the business to remain in the family are among the many criteria that experts use to distinguish family businesses from other types of businesses<span class=\"footnote\" id=\"cadden_1.0-fn03_002\">. [footnote]Joseph H. Astrachan and Melissa Carey Shanker, \u201cFamily business\u2019s Contribution to the U.S. Economy: A Closer Look,\u201d Family Business Review 16, no. 3 (2003): 211\u201319.[\/footnote] <\/span>For the purposes of this chapter, however, a <span class=\"margin_term\"><a class=\"glossterm\"><em><strong>[pb_glossary id=\"643\"]family business[\/pb_glossary]<\/strong><\/em> <\/a><\/span>is defined as a business that is actively owned and\/or managed by more than one member of the same family.[footnote]\u201cFamily Businesses,\u201d Entrepreneur, 2010, accessed October 8, 2011, www.entrepreneur.com\/encyclopedia\/term\/82060.html.[\/footnote] A family business can also be defined as the result of someone\u2019s dream:<\/p>\r\n\r\n<blockquote><em>The story of every successful family business starts with someone who has the passion, confidence and courage to put his [or her] money where his [or her] mouth is\u2026[These entrepreneurs] work incredibly hard, make things happen, are positive without being unrealistic and possess the resourcefulness to overcome all sorts of hurdles. They are also socially adept, capable of communicating effectively and good at inspiring others\u2026[footnote]\u201cMaking a Difference: The PriceWaterhouseCoopers Family Business Survey 2007\/08,\u201d PriceWaterhouseCoopers, November 2007, accessed October 8, 2011, www.pwc.com\/en_TH\/th\/publications\/assets\/pwc_fbs_survey.pdf[\/footnote]<\/em><\/blockquote>\r\n<p class=\"para editable block\">Family business owners know that their roles are different from that of shareholders in companies owned by many public investors. In addition, \u201c[E]mployees in family businesses know the difference that family control makes in their work lives, the company culture, and their career. Marketers appreciate the advantage that the image of a family business presents to customers, and families know that being in business together is a powerful part of their lives.\u201d[footnote]Kelin E. Gersick et al., Generation to Generation: Life Cycles of the Family Business (Cambridge, MA: Owner Managed Business Institute, Harvard Business School Press, 1997), 1.[\/footnote]<\/p>\r\n\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s01_s01\">\r\n<h2 class=\"title editable block\">Market and Employment Presence<\/h2>\r\n<p id=\"cadden_1.0-ch03_s01_s01_p01\" class=\"para editable block\">Because of the private nature of most family businesses, it is difficult to obtain accurate information about them.<span class=\"footnote\" id=\"cadden_1.0-fn03_006\">[footnote]Joseph H. Astrachan and Shanker, \u201cFamily business\u2019s Contribution to the U.S. Economy: A Closer Look,\u201d <em class=\"emphasis\">Family Business Review<\/em> 16, no. 3 (2003): 211\u201319.[\/footnote]<\/span> Complicating the situation is that most data sources do not distinguish between small family businesses, such as the local pizza parlor or deli, and large family businesses, such as Walmart, Mars, and Ford. \u201cThe reality is that family-based operations are represented across the full spectrum of American companies, from small businesses to large corporations.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_007\">[footnote]\u201cFamily Business Statistics,\u201d <em class=\"emphasis\">Gaebler.com: Resources for Entrepreneurs<\/em>, October 10, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.gaebler.com\/Family-Business-Statistics.htm\" rel=\"noopener noreferrer\">www.gaebler.com\/Family-Business-Statistics.htm<\/a>[\/footnote].<\/span> Within this context, the following has been observed<span class=\"footnote\" id=\"cadden_1.0-fn03_008\">[footnote]\u201cFamily Business Statistics,\u201d <em class=\"emphasis\">Gaebler.com: Resources for Entrepreneurs<\/em>, October 10, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.gaebler.com\/Family-Business-Statistics.htm\" rel=\"noopener noreferrer\">www.gaebler.com\/Family-Business-Statistics.htm<\/a>;[\/footnote][footnote]Stacy Perman, \u201cTaking the Pulse of Family Business,\u201d February 13, 2006, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.BusinessWeek.com\/smallbiz\/content\/feb2006\/sb20060210_476491.htm\" rel=\"noopener noreferrer\">www.BusinessWeek.com\/smallbiz\/content\/feb2006\/sb20060210_476491.htm<\/a>.[\/footnote]<\/span>:<\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s01_s01_l01\" class=\"itemizedlist editable block\">\r\n \t<li>Family businesses account for a staggering 50 percent of the gross domestic product (GDP).<\/li>\r\n \t<li>Although it may seem that this GDP contribution comes from thousands of small operations, 35 percent of the <em class=\"emphasis\">Fortune 500<\/em> companies are family companies.<\/li>\r\n \t<li>Family businesses account for 60 percent of US employment and 78 percent of the new jobs created.<\/li>\r\n \t<li>Family businesses represent one of the fastest growing sectors of the economy because their new job requirements outpace their current employment rates when compared to other types of businesses.<\/li>\r\n<\/ul>\r\n<p id=\"cadden_1.0-ch03_s01_s01_p02\" class=\"para editable block\">What this means is that family businesses continue to be a powerful economic force, no matter what their size and no matter how they are defined. \u201cFamily firms are the most common form of business structure; they employ many millions of people; and they generate a considerable amount of the world\u2019s wealth.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_009\"><\/span>[footnote]<span class=\"footnote\" id=\"cadden_1.0-fn03_009\">\u201cMaking a Difference: The PricewaterhouseCoopers Family Business Survey 2007\/08,\u201d\u00a0<\/span><span class=\"footnote\" id=\"cadden_1.0-fn03_009\"><em class=\"emphasis\">PriceWaterhouseCoopers<\/em>, November 2007, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.pwc.com\/en_TH\/th\/publications\/assets\/pwc_fbs_survey.pdf\" rel=\"noopener noreferrer\">www.pwc.com\/en_TH\/th\/publications\/assets\/pwc_fbs_survey.pdf<\/a>.<\/span>[\/footnote]<span class=\"footnote\" id=\"cadden_1.0-fn03_009\"><\/span><\/p>\r\n<p id=\"cadden_1.0-ch03_s01_s01_p03\" class=\"para editable block no-indent\">The focus of this chapter is on the small family business.<\/p>\r\n\r\n<div class=\"callout block\" id=\"cadden_1.0-ch03_s01_s01_n01\">\r\n<h3>Video Link 3.1:\u00a0Mother and Daughter Partner in Family Business<\/h3>\r\n<p id=\"cadden_1.0-ch03_s01_s01_p04\" class=\"para\">A mother and daughter partner in a hair brush business.<\/p>\r\nhttps:\/\/www.youtube.com\/watch?v=_1n51gocgeg\r\n<h2 id=\"cadden_1.0-ch03_s01_s01_p05\" class=\"para\"><span style=\"font-family: Roboto, Helvetica, Arial, sans-serif; font-size: 1.2rem; font-weight: bold;\">\u00a0Advantages and Disadvantages of the Family Business<\/span><\/h2>\r\n<\/div>\r\n<\/div>\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s01_s02\">\r\n<p id=\"cadden_1.0-ch03_s01_s02_p01\" class=\"para editable block\">There are benefits to a family business, but there are disadvantages that must be considered as well. Starting a family business is not for everyone.<\/p>\r\n\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s01_s02_s01\">\r\n<h3 class=\"title editable block\">Advantages<\/h3>\r\n<p id=\"cadden_1.0-ch03_s01_s02_s01_p01\" class=\"para editable block\">A family business offers the following advantages:<\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s01_s02_s01_l01\" class=\"itemizedlist editable block\">\r\n \t<li>One of the popular misconceptions about family businesses is that they are unable to adapt easily to increasing competitiveness and technological progress. The reality is that family businesses frequently have the advantage of entrepreneurial spirit, flexibility, and opportunism.<span class=\"footnote\" id=\"cadden_1.0-fn03_010\">[footnote]\u201cMyths and Realities of Family Business,\u201d 2002, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.insead.edu\/discover_insead\/publications\/docs\/IQ03.pdf\" rel=\"noopener noreferrer\">www.insead.edu\/discover_insead\/publications\/docs\/IQ03.pdf<\/a>.[\/footnote]<\/span><\/li>\r\n \t<li>It is believed by some that family firms are \u201ctoo soft\u201d and rarely reach their potential. The reality is that family businesses actually outperform public companies. Oftentimes, the marketplace forces public companies to make short-term decisions, whereas a family business has the advantage of having more freedom to make its decisions. Family businesses can adapt to market fluctuations more easily because they can afford to be patient. They have common goals, shared values, and a commitment to brand building.<span class=\"footnote\" id=\"cadden_1.0-fn03_011\">[footnote]\u201cMyths and Realities of Family Business,\u201d 2002, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.insead.edu\/discover_insead\/publications\/docs\/IQ03.pdf\" rel=\"noopener noreferrer\">www.insead.edu\/discover_insead\/publications\/docs\/IQ03.pdf<\/a>.[\/footnote]<\/span><\/li>\r\n \t<li>Family-owned businesses are often seen as ideal because family members form a \u201cgrounded and loyal foundation\u201d for the company, and family members tend to exhibit more dedication to their common goals. \u201cHaving a certain level of intimacy among the owners of a business can help bring about familiarity with the company and having family members around provides a built-in support system that should ensure teamwork and solidarity.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_012\">[footnote]Alexis Writing, \u201cPros and Cons of Family Business,\u201d <em class=\"emphasis\">Chron.com<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/smallbusiness.chron.com\/pros-cons-family-business-409.html\" rel=\"noopener noreferrer\">smallbusiness.chron.com\/pros-cons-family-business-409.html<\/a>.[\/footnote]<\/span><\/li>\r\n \t<li>The culture of a family business is very different from that of a company you will find on Wall Street. \u201cFamily businesses frequently take a very long-term point of view. They\u2019ll make investments that they don\u2019t expect to pay off for 5 or 15 or 25 years\u2026Culture in a family business is more frequently based on very personal and emotional values. It\u2019s stronger because there are deeper roots and closer connections to the history of the company.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_013\">[footnote]Margaret Steen, \u201cThe Decision Tree of Family Business,\u201d <em class=\"emphasis\">Stanford Graduate School of Business<\/em>, August 2006, accessed June 21, 2012, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html\" rel=\"noopener noreferrer\">www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html<\/a>.[\/footnote]<\/span><\/li>\r\n \t<li>Family businesses are becoming more and more attractive to undergraduate business students who face a bleak job and salary outlook for new grads. These undergrads are choosing to return to their family businesses directly after graduation instead of trying to find a job in corporate America or on Wall Street.<span class=\"footnote\" id=\"cadden_1.0-fn03_014\">[footnote]Alison Damast, \u201cFamily Inc.: The New B-School Job Choice,\u201d <em class=\"emphasis\">Bloomberg BusinessWeek<\/em>, April 12, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.BusinessWeek.com\/print\/bschools\/content\/apr2010\/bs20100412_706043.htm\" rel=\"noopener noreferrer\">www.BusinessWeek.com\/print\/bschools\/content\/apr2010\/bs20100412_706043.htm<\/a>.[\/footnote]<\/span><\/li>\r\n \t<li>There is a common misperception that family businesses are less professional and rigorous in their behavior because of the relational nature of the businesses.<span class=\"footnote\" id=\"cadden_1.0-fn03_015\">[footnote]\u201cAmerican Family Business Survey,\u201d <em class=\"emphasis\">Mass Mutual Financial Group<\/em>, 2007, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.massmutual.com\/mmfg\/pdf\/afbs.pdf\" rel=\"noopener noreferrer\">www.massmutual.com\/mmfg\/pdf\/afbs.pdf<\/a>.[\/footnote]<\/span> However, like all other businesses, family businesses face global competition and rapidly changing markets. This creates more pressure on those who join to make sure that they produce. \u201cThis emphasis on professionalism has made family businesses both more daunting and more attractive\u2014and has created new interest in them, from family members, outsiders, and business school students.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_016\">[footnote]Margaret Steen, \u201cThe Decision Tree of Family Business,\u201d <em class=\"emphasis\">Stanford Graduate School of Business<\/em>, August 2006, accessed June 21, 2012, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html\" rel=\"noopener noreferrer\">www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html<\/a>.[\/footnote]<\/span><\/li>\r\n \t<li>Many family-owned businesses tend to be stable and optimistic, even when economic times are uncertain. They seem to be better able to weather economic difficulties and stabilize the economy than their nonfamily counterparts.<span class=\"footnote\" id=\"cadden_1.0-fn03_017\">[footnote]\u201cAmerican Family Business Survey,\u201d <em class=\"emphasis\">Mass Mutual Financial Group<\/em>, 2007, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.massmutual.com\/mmfg\/pdf\/afbs.pdf\" rel=\"noopener noreferrer\">www.massmutual.com\/mmfg\/pdf\/afbs.pdf<\/a>.[\/footnote]<\/span> However, this is a function of the industry and the size of the business.<\/li>\r\n \t<li>In general, family businesses feel that they are stronger because family members are involved in their activities. Family owners believe that their family members can be trusted, will work harder, and care more.<span class=\"footnote\" id=\"cadden_1.0-fn03_018\">[footnote]\u201cThe Family Business Survey 2008\/2009,\u201d <em class=\"emphasis\">Praxity<\/em>, 2009, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx\" rel=\"noopener noreferrer\">http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx<\/a>[\/footnote]<a class=\"link\" target=\"_blank\" href=\"http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx\" rel=\"noopener noreferrer\"><\/a>.<\/span> This can help create competitive advantage in the marketplace.<\/li>\r\n \t<li>Family businesses may be more open to flexible or part-time schedules or choosing your hours. This presents a very attractive work environment for people who need to tend to children, parents, or other family members in need.<span class=\"footnote\" id=\"cadden_1.0-fn03_019\">[footnote]Alexis Writing, \u201cPros and Cons of Family Business,\u201d <em class=\"emphasis\">Chron.com<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/smallbusiness.chron.com\/pros-cons-family-business-409.html\" rel=\"noopener noreferrer\">smallbusiness.chron.com\/pros-cons-family-business-409.html<\/a>.[\/footnote]<\/span><\/li>\r\n \t<li>Family businesses tend to operate more ethically. In fact, many family businesses believe that their ethical standards are more stringent than those of their competitors. In addition, family businesses are often deeply embedded in their communities, and this proximity is seen as an important factor that increases the likelihood of ethical decision making and moral behavior.<span class=\"footnote\" id=\"cadden_1.0-fn03_020\"><\/span>[footnote]<span class=\"footnote\" id=\"cadden_1.0-fn03_020\">\u201cAmerican Family Business Survey,\u201d <em class=\"emphasis\">Mass Mutual Financial Group<\/em>, 2007, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.massmutual.com\/mmfg\/pdf\/afbs.pdf\" rel=\"noopener noreferrer\">www.massmutual.com\/mmfg\/pdf\/afbs.pdf<\/a>.<\/span> [\/footnote] As members of the local community, any ethical problems with a family business will be quickly visible.<\/li>\r\n \t<li>Family businesses also exhibit more social responsibility than their competitors. This has been attributed to their concern about image and local reputation<span class=\"footnote\" id=\"cadden_1.0-fn03_021\">[footnote]\u201cAmerican Family Business Survey,\u201d <em class=\"emphasis\">Mass Mutual Financial Group<\/em>, 2007, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.massmutual.com\/mmfg\/pdf\/afbs.pdf\" rel=\"noopener noreferrer\">www.massmutual.com\/mmfg\/pdf\/afbs.pdf<\/a>.[\/footnote]<\/span> as well as their closeness to the community.<\/li>\r\n \t<li>Family businesses may incur lower costs because of the greater willingness of family members to make financial sacrifices for the sake of the business. Accepting lower pay than they would get elsewhere to help the business in the longer term or deferring wages in a cash-flow crisis are examples of family altruistic behavior.<span class=\"footnote\" id=\"cadden_1.0-fn03_022\">[footnote]\u201cAdvantages of Family Businesses,\u201d <em class=\"emphasis\">Business Link<\/em>, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.businesslink.gov.uk\/bdotg\/action\/detail?itemId=1073792650&amp;type=RESOURCES\" rel=\"noopener noreferrer\">www.businesslink.gov.uk\/bdotg\/action\/detail?itemId=1073792650&amp;type= RESOURCES<\/a>.[\/footnote]<\/span><\/li>\r\n \t<li>Family businesses, in general, have greater independence of action because they have less (or no) pressure from the stock market and less (or no) takeover risk.<span class=\"footnote\" id=\"cadden_1.0-fn03_023\">[footnote]Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371.[\/footnote]<\/span><\/li>\r\n \t<li>Family businesses tend to be more resilient in hard times because they are willing to plow profits back into the business.\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_024\">[footnote]Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371.[\/footnote]<\/span><\/li>\r\n \t<li>Family businesses are less bureaucratic and less impersonal, which allows for greater flexibility and quicker decision making.\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_025\">[footnote]Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371.[\/footnote]<\/span><\/li>\r\n \t<li>Family businesses offer the possibility of great financial success.<span class=\"footnote\" id=\"cadden_1.0-fn03_026\"><\/span>[footnote]<span class=\"footnote\" id=\"cadden_1.0-fn03_026\">Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371.<\/span> [\/footnote] This can manifest itself in interesting ways. \u201cAs the family of a media conglomerate once mentioned, \u2018The name I have has certainly helped me to get access to top executives of companies, persons who under other circumstances would have kept their doors shut.\u2019\u201d\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_027\">[footnote]Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371.[\/footnote]<\/span><\/li>\r\n \t<li>Family members have the chance to learn the business early. This extensive expertise can create an important competitive advantage.<span class=\"footnote\" id=\"cadden_1.0-fn03_028\">[footnote]Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371.[\/footnote]<\/span> \u201cOne executive recalled how as a child he would take long walks with his father, during which they would visit stores to look at competitor\u2019s products. Afterwards, his father would ask him which products he liked most, and this would lead to lengthy arguments about each product\u2019s quality. This man felt that the expertise he gained during those informal outings proved invaluable later in life.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_029\">[footnote]Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371.[\/footnote]<\/span><\/li>\r\n<\/ul>\r\n<div class=\"callout block\" id=\"cadden_1.0-ch03_s01_s02_s01_n01\">\r\n<h3 class=\"title\">Video Link 3.2:\u00a0Iron Horse Barbecue<\/h3>\r\nhttps:\/\/www.youtube.com\/watch?v=hCyfFws9EpU\r\n<p id=\"cadden_1.0-ch03_s01_s02_s01_p02\" class=\"para\">A family-owned business that is helping other business fire up businesses of their own.<\/p>\r\n\r\n<\/div>\r\n<div class=\"callout editable block\" id=\"cadden_1.0-ch03_s01_s02_s01_n02\">\r\n<h3 class=\"title\">Why Family Businesses Are So Special<\/h3>\r\n<p id=\"cadden_1.0-ch03_s01_s02_s01_p04\" class=\"para\">\u201cIf family businesses are so common, how can they also be special? When Freud was asked what he considered to be the secret of a full life, he gave a three-word answer: \u2018<em class=\"emphasis\">Lieben und arbeiten<\/em> [to love and to work].\u2019 For most people, the two most important things in their lives are their families and their work. It is easy to understand the compelling power of organizations that combine both. Being in a family firm affects all the participants. The role of chairman of the board is different when the company was founded by your father and when your mother and siblings sit around the table at board meetings, just as they sat around the dinner table. The job of a CEO is different when the vice president in the next office is also a younger sister. The role of partner is different when the other partner is a spouse or a child. The role of sales representative is different when you cover the same territory that your parent did twenty-five years earlier, and your grandparent twenty-five years before that. Even walking through the door on your first day of work on an assembly line or in a billing office is different if the name over the door is your own.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_030\">[footnote]Kelin E. Gersick et al., <em class=\"emphasis\">Generation to Generation: Life Cycles of the Family Business<\/em> (Cambridge, MA: Owner Managed Business Institute, Harvard Business School Press, 1997), 2\u20133.[\/footnote]<\/span><\/p>\r\n\r\n<\/div>\r\n<\/div>\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s01_s02_s02\">\r\n<h3 class=\"title editable block\">Disadvantages<\/h3>\r\n<p id=\"cadden_1.0-ch03_s01_s02_s02_p01\" class=\"para editable block\">As attractive as family businesses are on many fronts, they have the following disadvantages:<\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s01_s02_s02_l01\" class=\"itemizedlist editable block\">\r\n \t<li>Family businesses tend to be stable organizations. Although this is a good thing in many instances, stability can also make it difficult to change. A new, younger family member coming into the business will find tradition and structure. Changing that is not simple. The key to changing a family business lies in defining tradition in terms of the company\u2019s core values, not in specific ways of doing things.\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_031\">[footnote]Margaret Steen, \u201cThe Decision Tree of Family Business,\u201d <em class=\"emphasis\">Stanford Graduate School of Business<\/em>, August 2006, accessed June 21, 2012, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html\" rel=\"noopener noreferrer\">www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html<\/a>.[\/footnote]<\/span><\/li>\r\n \t<li>Family closeness can lead to sibling rivalry or problems when both the parent and the child want control. By the third or fourth generation, with many cousins possibly sharing ownership, governance can become very complicated.\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_032\">[footnote]Margaret Steen, \u201cThe Decision Tree of Family Business,\u201d <em class=\"emphasis\">Stanford Graduate School of Business<\/em>, August 2006, accessed June 21, 2012, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html\" rel=\"noopener noreferrer\">www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html<\/a>.[\/footnote]<\/span><\/li>\r\n \t<li>There may be times when the interests of a family member conflict with the interests of the business. One family member may want to expand the business, but other family members may not share this person\u2019s desire. The needs of the business are not in sync with the needs of the family.<\/li>\r\n \t<li>Family ties have a downside. Family members will frequently be expected to work harder, make more of a commitment, and get paid less than other employees in the business.<span class=\"footnote\" id=\"cadden_1.0-fn03_033\">[footnote]\u201cThe Family Business Survey 2008\/2009,\u201d <em class=\"emphasis\">Praxity<\/em>, 2009, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx\" rel=\"noopener noreferrer\">http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx<\/a>[\/footnote]<a class=\"link\" target=\"_blank\" href=\"http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx\" rel=\"noopener noreferrer\"><\/a><\/span><\/li>\r\n \t<li>Family business owners may automatically promote someone from the family or give family members a job even if they do not have adequate skills for the job. A nonfamily employee may be better qualified.<span class=\"footnote\" id=\"cadden_1.0-fn03_034\"><\/span>[footnote]<span class=\"footnote\" id=\"cadden_1.0-fn03_034\">Alexis Writing, \u201cPros and Cons of Family Business,\u201d <em class=\"emphasis\">Chron.com<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/smallbusiness.chron.com\/pros-cons-family-business-409.html\" rel=\"noopener noreferrer\">smallbusiness.chron.com\/pros-cons-family-business-409.html<\/a>.<\/span> [\/footnote] This can cause dissension and resentment among other employees.<\/li>\r\n \t<li>Relationships between parents and children or among siblings have a tendency to deteriorate due to communication problems. \u201cThis dysfunctional behavior can result in judgments, criticism and lack of support.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_035\">[footnote]Alexis Writing, \u201cPros and Cons of Family Business,\u201d <em class=\"emphasis\">Chron.com<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/smallbusiness.chron.com\/pros-cons-family-business-409.html\" rel=\"noopener noreferrer\">smallbusiness.chron.com\/pros-cons-family-business-409.html<\/a>.[\/footnote]<\/span><\/li>\r\n \t<li>The family business may be a breeding ground for jealousies, resentment, anger, and sabotage. Family problems may spill over into the workplace.<span class=\"footnote\" id=\"cadden_1.0-fn03_036\">[footnote]\u201cAdvantages and Disadvantages of a Family Business,\u201d September 6, 2009, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/pinoynegosyo.blogspot.com\/2009\/09\/advantages-and-disadvantages-of-family.html\" rel=\"noopener noreferrer\">pinoynegosyo.blogspot.com\/2009\/09\/advantages-and -disadvantages-of-family.html<\/a>.[\/footnote]<\/span><\/li>\r\n \t<li>The business may be plagued with managerial incompetence, the lack of exposure to other businesses, and the inability to separate family and work.<span class=\"footnote\" id=\"cadden_1.0-fn03_037\">[footnote]\u201cAdvantages and Disadvantages of a Family Business,\u201d September 6, 2009, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/pinoynegosyo.blogspot.com\/2009\/09\/advantages-and-disadvantages-of-family.html\" rel=\"noopener noreferrer\">pinoynegosyo.blogspot.com\/2009\/09\/advantages-and -disadvantages-of-family.html<\/a>.[\/footnote]<\/span><\/li>\r\n \t<li>Some family businesses may have difficulty attracting and keeping highly qualified managers. \u201cQualified managers may avoid family firms due to the exclusive [pb_glossary id=\"659\"]<strong><span class=\"margin_term\"><a class=\"glossterm\">succession<\/a><\/span><\/strong>[\/pb_glossary], limited potential for professional growth, lack of perceived professionalism, and limitations on wealth transfer.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_038\">[footnote]David G. Sirmon and Michael A. Hitt, \u201cManaging Resources: Linking Unique Resources, Management, and Wealth Creation in Family Firms,\u201d <em class=\"emphasis\">Entrepreneurship Theory and Practice<\/em>, Summer 2003, 339\u201358.[\/footnote]<\/span> Succession refers to passing the business to the next generation.<\/li>\r\n \t<li>Family businesses have limited sources of external capital because they tend to avoid sharing equity with nonfamily members.<span class=\"footnote\" id=\"cadden_1.0-fn03_039\">[footnote]David G. Sirmon and Michael A. Hitt, \u201cManaging Resources: Linking Unique Resources, Management, and Wealth Creation in Family Firms,\u201d <em class=\"emphasis\">Entrepreneurship Theory and Practice<\/em>, Summer 2003, 339\u201358.[\/footnote]<\/span> Having less access to capital markets may curtail growth.<span class=\"footnote\" id=\"cadden_1.0-fn03_040\">[footnote]Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371.[\/footnote]<\/span><\/li>\r\n \t<li>\r\n<p class=\"para\">Not all children of owner-managers may want to join the business. According to one study,<span class=\"footnote\" id=\"cadden_1.0-fn03_041\">[footnote]Sue Birley, \u201cAttitudes of Owner-Managers\u2019 Children towards Family and Business Issues,\u201d <em class=\"emphasis\">Entrepreneurship Theory and Practice<\/em>, Spring 2002, 5\u201319.[\/footnote]<\/span> 80 percent of those who did not work in the family business did not intend to go into the business. This reluctance comes from several directions, such as the following:<\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s01_s02_s02_l02\" class=\"itemizedlist\">\r\n \t<li>My parents would not want me to join.<\/li>\r\n \t<li>I could not work for my parents.<\/li>\r\n \t<li>There are already too many family members in the business.<\/li>\r\n \t<li>I am not interested in this particular business.<\/li>\r\n \t<li>The business is too small for me.<\/li>\r\n \t<li>The business would not allow me to use my talents.<\/li>\r\n \t<li>The business would not allow me to use my training.<\/li>\r\n \t<li>I can earn more elsewhere.<\/li>\r\n \t<li>I am not interested in a business career.<span class=\"footnote\" id=\"cadden_1.0-fn03_042\">[footnote]Sue Birley, \u201cAttitudes of Owner-Managers\u2019 Children towards Family and Business Issues,\u201d <em class=\"emphasis\">Entrepreneurship Theory and Practice<\/em>, Spring 2002, 5\u201319.[\/footnote]<\/span><\/li>\r\n<\/ul>\r\n<\/li>\r\n<\/ul>\r\n<div class=\"callout block\" id=\"cadden_1.0-ch03_s01_s02_s02_n01\">\r\n<h3 class=\"title\">In Their Own Words<\/h3>\r\n<p class=\"simpara\">Why Some Children of Owner-Managers Do Not Want to Join the Business<span class=\"footnote\" id=\"cadden_1.0-fn03_043\">[footnote]Sue Birley, \u201cAttitudes of Owner-Managers\u2019 Children towards Family and Business Issues,\u201d <em class=\"emphasis\">Entrepreneurship Theory and Practice<\/em>, Spring 2002, 5\u201319.[\/footnote]<\/span>:<\/p>\r\n\r\n<blockquote>\r\n<p id=\"cadden_1.0-ch03_s01_s02_s02_p02\" class=\"para hanging-indent indent\">I see the pressure my dad is under\u2014this does put me off slightly. I want to enjoy my job as well as enjoying life outside work.<\/p>\r\n<p id=\"cadden_1.0-ch03_s01_s02_s02_p03\" class=\"para\">A larger factor when working under a relative is the problem of self-worth. It is hard to feel like you are worth something when your father is an MD.<\/p>\r\n<p id=\"cadden_1.0-ch03_s01_s02_s02_p04\" class=\"para\">A business relationship with your father makes your family relationship harder.<\/p>\r\n<p id=\"cadden_1.0-ch03_s01_s02_s02_p05\" class=\"para\">I do not look to go into the family business straight away, as I feel this is giving a commitment to work there for the rest of my life.<\/p>\r\n<p id=\"cadden_1.0-ch03_s01_s02_s02_p06\" class=\"para\">I would join only because I am genuinely qualified, not because I am the owner\u2019s daughter.<\/p>\r\n<p id=\"cadden_1.0-ch03_s01_s02_s02_p07\" class=\"para\">The difference in my father\u2019s education and mine is a factor affecting why I have decided not to go into the business. I have more choice over what I want to do as a career, and my personal interests would not be met by my father\u2019s company. I am sure it would not have been his choice had he had the same educational choices as me.<\/p>\r\n<p id=\"cadden_1.0-ch03_s01_s02_s02_p08\" class=\"para\">As much as the route into the family business is seen by outsiders as an \u201ceasy route to wealth and inheritance,\u201d in my case it was also a liability. At 17, was I to be the fourth generation after 100 years that could not keep the company going?<\/p>\r\n<\/blockquote>\r\n<\/div>\r\n<ul id=\"cadden_1.0-ch03_s01_s02_s02_l03\" class=\"itemizedlist editable block\">\r\n \t<li>The \u201cspoiled kid syndrome\u201d often occurs in a family business. The business owner may feel guilty because his devotion to the business takes away from the attention he should be giving to his children. Out of a sense of guilt, he or she starts to bribe the children, \u201ca kind of pay-off for not being available emotionally or otherwise.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_044\">[footnote]Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371.[\/footnote]<\/span><\/li>\r\n \t<li>Financial strain emanating from \u201cfamily members milking the business and a disequilibrium between contribution and compensation\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_045\">[footnote]Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371.[\/footnote]<\/span> can have a significant negative impact on the business.<\/li>\r\n \t<li>Nepotism that results in the \u201ctolerance of inept family members as managers, inequitable reward systems, [and] greater difficulties in attracting professional management\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_046\">[footnote]Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371.[\/footnote]<\/span> can easily lead to low morale among nonfamily members of the business, and it can ultimately result in business failure.<\/li>\r\n \t<li>Family businesses frequently have a confusing organization, with \u201cmessy structure and no clear division of tasks.\u201d Authority and responsibility lines are unclear; jobs may overlap; executives may hold a number of different jobs; and the decision-making hierarchy may be completely ignored, existing only to be bypassed.<span class=\"footnote\" id=\"cadden_1.0-fn03_047\">[footnote]Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371.[\/footnote]<\/span> This can create a dysfunctional working environment.<\/li>\r\n \t<li>Family businesses frequently have paternalistic or autocratic rule that is characterized by a resistance to change, secrecy, and the attraction of dependent personalities.<span class=\"footnote\" id=\"cadden_1.0-fn03_048\">[footnote]Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371.[\/footnote]<\/span><\/li>\r\n<\/ul>\r\n<div class=\"key_takeaways editable block\" id=\"cadden_1.0-ch03_s01_s02_s02_n02\">\r\n<div class=\"textbox key-takeaways\">\r\n<h3 itemprop=\"educationalUse\">Key Takeaways<\/h3>\r\n<ul id=\"cadden_1.0-ch03_s01_s02_s02_l04\" class=\"itemizedlist\">\r\n \t<li>Family businesses account for 50 percent of the GDP, 60 percent of US employment, and 78 percent of the new jobs that are created.<\/li>\r\n \t<li>A family business offers both advantages and disadvantages. It is important to understand both.<\/li>\r\n<\/ul>\r\n<\/div>\r\n<\/div>\r\n<div class=\"exercises editable block\" id=\"cadden_1.0-ch03_s01_s02_s02_n03\">\r\n<div class=\"textbox exercises\">\r\n<h3 itemprop=\"educationalUse\">Exercises<\/h3>\r\n<ol>\r\n \t<li>\u00a0Jaret Coulson has returned to the family business and is very enthusiastic about expanding the business. He has identified four options: (a) expanding the antique store either at its current site or elsewhere in Charlottetown; (b) opening several similar-sized antique shops in nearby towns; (c) using the Internet to expand sales; and (d) expanding the sales of refinished chairs in a local store to a regional furniture chain. Any one of these ideas would represent a change from his father\u2019s Mr. Coulson's business model. Given that he had not expressed any interest in the management of the business, how should he go about approaching his father with these ideas? If the company expands, should Jaret approach his sister and her husband about taking a more active role in the business? What should their roles be?<\/li>\r\n<\/ol>\r\n<\/div>\r\n<h1 class=\"title\" style=\"text-align: left;\">Family Business Issues<\/h1>\r\n<\/div>\r\n<\/div>\r\n<\/div>\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s02\" xml:lang=\"en\">\r\n<div class=\"learning_objectives editable block\" id=\"cadden_1.0-ch03_s02_n01\">\r\n<div class=\"textbox learning-objectives\">\r\n<h3 itemprop=\"educationalUse\">Learning Objectives<\/h3>\r\n<ol>\r\n \t<li>Explain why communication, employing family and non-family members, professional management, employment qualifications, salaries and compensation, succession, and ethics are important issues for all family businesses.<\/li>\r\n<\/ol>\r\n<\/div>\r\n<\/div>\r\n<p id=\"cadden_1.0-ch03_s02_p01\" class=\"para editable block no-indent\">Looking at the vision and hard work of the founders, family businesses \u201ctake on their unique character as new members of the family enter the business. At best, the environment can be inspiring and motivating. At worst, it can result in routine business decisions becoming clouded by emotional issues.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_049\">[footnote]\u201cFocusing on Business Families,\u201d <em class=\"emphasis\">BDO<\/em>, November 2009, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/static.staging.bdo.defacto-cms.com\/assets\/documents\/2010\/04\/Focusing_on_business_families.pdf\" rel=\"noopener noreferrer\">static.staging.bdo.defacto-cms.com\/assets\/documents\/2010\/04\/Focusing_on _business_families.pdf<\/a>.[\/footnote]<\/span><\/p>\r\n<p id=\"cadden_1.0-ch03_s02_p02\" class=\"para editable block no-indent\">The owners and managers of family businesses face many unique challenges. These challenges stem from the overlap of family and business issues and include communication, employing family and non-family members, professional management, employment qualifications, salaries and compensation, and succession.<\/p>\r\n\r\n<h2 class=\"title editable block\">Communication<\/h2>\r\n<p id=\"cadden_1.0-ch03_s02_s01_p01\" class=\"para editable block\">Communication is important in any business, but the complexities of communication in a family business are particularly problematic. Experts say that communication is one of the most difficult parts of running a family business.<span class=\"footnote\" id=\"cadden_1.0-fn03_050\">[footnote]Christine Lagorio, \u201cHow to Run a Family Business,\u201d <em class=\"emphasis\">Inc.<\/em>, March 5, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.inc.com\/guides\/running-family-business.html\" rel=\"noopener noreferrer\">www.inc.com\/guides\/running-family-business.html<\/a>.[\/footnote]<\/span> The approach to communication needs to include commitment, the avoidance of secrecy, and an understanding of the risks of bad communication.<\/p>\r\n\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s02\">\r\n<h2 class=\"title editable block no-indent\">Commitment<\/h2>\r\n<p id=\"cadden_1.0-ch03_s02_s02_p01\" class=\"para editable block no-indent\">In a family business, it is critical that there be a commitment to communicate effectively with family and non-family members of the business. \u201cBusiness leaders should be open about their awareness of the potential for communication issues to evolve and their willingness to accept feedback and input from all employees about opportunities for improvement and areas of concern.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_051\">[footnote]Leigh Richards, \u201cFamily Owned Business and Communication,\u201d <em class=\"emphasis\">Chron.com<\/em>, 2010, accessed June 1, 2012, <a class=\"link\" target=\"_blank\" href=\"http:\/\/smallbusiness.chron.com\/family-owned-business-communication-3165.html\" rel=\"noopener noreferrer\">http:\/\/smallbusiness.chron.com\/family-owned -business-communication-3165.html<\/a>.[\/footnote]<\/span><\/p>\r\n<p class=\"para editable block no-indent\">One important issue is whether there should be a line drawn between family and business discussions. Some suggest that setting up strict guidelines from the start that draw a clear line between the different types of discussions is a good approach.[footnote]<span class=\"footnote\" id=\"cadden_1.0-fn03_052\">Leigh Richards, \u201cFamily Owned Business and Communication,\u201d <em class=\"emphasis\">Chron.com<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/smallbusiness.chron.com\/family-owned-business-communication-3165.html\" rel=\"noopener noreferrer\">smallbusiness.chron.com\/family-owned-business -communication-3165.html<\/a><\/span>[\/footnote] By contrast, the Praxity Family Business Survey<span style=\"font-size: 14pt;\"><\/span>[footnote]<span style=\"font-size: 14pt;\">\u201cThe Family Business Survey 2008\/2009,\u201d <\/span><em class=\"emphasis\" style=\"font-size: 14pt;\">Praxity<\/em><span style=\"font-size: 14pt;\">, 2009, accessed October 8, 2011, <\/span><a class=\"link\" target=\"_blank\" href=\"http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx\" rel=\"noopener noreferrer\" style=\"font-size: 14pt;\">http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx<\/a><span style=\"font-size: 14pt;\">.<\/span>[\/footnote]<span style=\"font-size: 14pt;\">\u00a0<\/span>found that it is considered OK to talk about the business anywhere and at any time, whether at work or at home:<\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s02_s02_l01\" class=\"itemizedlist editable block\">\r\n \t<li>\r\n<p class=\"no-indent\">Nineteen percent of the family businesses in the survey reported talking about business at home.<\/p>\r\n<\/li>\r\n \t<li>\r\n<p class=\"no-indent\">Thirty-seven percent talk about it in the workplace.<\/p>\r\n<\/li>\r\n \t<li>\r\n<p class=\"no-indent\">Forty-four percent talk about it when and wherever.<\/p>\r\n<\/li>\r\n<\/ul>\r\n<\/div>\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s03\">\r\n<h2 class=\"title editable block\">Secrecy<\/h2>\r\n<p id=\"cadden_1.0-ch03_s02_s03_p01\" class=\"para editable block\">In family businesses, it is particularly important not to convey the impression that family members are more in the know than other employees. \u201c\u2026Even when this is not the case, the potential for the perception of exclusivity may exist. Steps should be taken to address any issues that may arise openly, honestly, and without preference for family members.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_054\">[footnote]Leigh Richards, \u201cFamily Owned Business and Communication,\u201d <em class=\"emphasis\">Chron.com<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/smallbusiness.chron.com\/family-owned-business-communication-3165.html\" rel=\"noopener noreferrer\">smallbusiness.chron.com\/family-owned-business -communication-3165.html<\/a>.[\/footnote]<\/span><\/p>\r\n\r\n<\/div>\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s04\">\r\n<h2 class=\"title editable block\">Risks of Bad Communication<\/h2>\r\n<p id=\"cadden_1.0-ch03_s02_s04_p01\" class=\"para editable block\">If good communication channels are not in place, the following can occur:<\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s02_s04_l01\" class=\"itemizedlist editable block\">\r\n \t<li>\u201cFamily members assume they know what other family members feel or want.\u201d<\/li>\r\n \t<li>\u201cPersonal ties inhibit honest opinions being expressed.\u201d<\/li>\r\n \t<li>\u201cThe head of the family may automatically assume control of the business even if they don\u2019t have the best business skills.\u201d<\/li>\r\n \t<li>\u201cOne family member ends up dominating the business.\u201d<\/li>\r\n \t<li>\u201cFamily-member shareholders not active in the business fail to understand the objectives of those who are active and vice versa.\u201d<\/li>\r\n \t<li>\u201cPersonal resentments become business resentments and vice versa.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_055\">[footnote]\u201cCommunication and Family Businesses,\u201d <em class=\"emphasis\">Business Link<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.businesslink.gov.uk\/bdotg\/action\/detail?type=RESOURCES&amp;itemId=1073792652\" rel=\"noopener noreferrer\">www.businesslink.gov.uk\/bdotg\/action\/detail?type=RESOURCES&amp;itemId= 1073792652<\/a>.[\/footnote]<\/span><\/li>\r\n<\/ul>\r\n<p id=\"cadden_1.0-ch03_s02_s04_p02\" class=\"para editable block\">These difficulties can be overcome if the family business makes a concerted effort to create and maintain an environment of open communication where people feel comfortable voicing opinions and concerns. It is important that family and non-family members have an equal opportunity to express their views.<\/p>\r\n\r\n<\/div>\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s05\">\r\n<h2 class=\"title editable block\">Employing Family and Non-family Members<\/h2>\r\n<p id=\"cadden_1.0-ch03_s02_s05_p01\" class=\"para editable block\">It is natural for a family business to employ family members, especially in management positions. Family members tend to be the first people hired when a small business gets started, and as the business grows, so do their roles.<span class=\"footnote\" id=\"cadden_1.0-fn03_056\">[footnote]Philip Keefe, \u201cHiring Family Members for the Family Business,\u201d March 30, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/philip-keeffe.suite101.com\/hiring-family-members-for-the-family-business-a220028\" rel=\"noopener noreferrer\">philip-keeffe.suite101.com\/hiring-family-members-for-the -family-business-a220028<\/a>[\/footnote]<\/span> There are both pros and cons to hiring family members. Both need to be considered carefully. Who to hire may well be the biggest management challenge that a family business owner faces.<\/p>\r\n\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s05_s01\">\r\n<h3 class=\"title editable block\">Pros<\/h3>\r\n<p id=\"cadden_1.0-ch03_s02_s05_s01_p01\" class=\"para editable block\">On the positive side of things, several advantages can be identified for hiring family members:<span class=\"footnote\" id=\"cadden_1.0-fn03_057\">[footnote]Dean Fowler and Peg Masterson Edquist, \u201cEvaluate the Pros and Cons of Employing Family Members,\u201d <em class=\"emphasis\">Business Journal<\/em>, June 6, 2003, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.bizjournals.com\/milwaukee\/stories\/2003\/06\/09\/smallb6.html\" rel=\"noopener noreferrer\">www.bizjournals.com\/milwaukee\/stories\/2003\/06\/09\/smallb6.html<\/a>[\/footnote][footnote]Philip Keefe, \u201cHiring Family Members for the Family Business,\u201d March 30, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/philip-keeffe.suite101.com\/hiring-family-members-for-the-family-business-a220028\" rel=\"noopener noreferrer\">philip-keeffe.suite101.com\/hiring-family-members-for-the-family -business-a220028<\/a>.[\/footnote]<\/span><\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s02_s05_s01_l01\" class=\"itemizedlist editable block\">\r\n \t<li>Improved customer relations through family contact<\/li>\r\n \t<li>Intergenerational continuity<\/li>\r\n \t<li>Long-term stability<\/li>\r\n \t<li>Shared values<\/li>\r\n \t<li>Loyalty and commitment<\/li>\r\n \t<li>Inherent trust<\/li>\r\n \t<li>Willingness to sacrifice for the business<\/li>\r\n \t<li>Emotional attachment to the business; more willing to contribute to its success<\/li>\r\n \t<li>Share the same culture<\/li>\r\n<\/ul>\r\n<p id=\"cadden_1.0-ch03_s02_s05_s01_p02\" class=\"para editable block\">\u201cA family whose members work well together can also give the business a welcoming and friendly feel. It can encourage employees who aren\u2019t in the immediate family to work harder to gain acceptance by those employees who are.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_058\">[footnote]Philip Keefe, \u201cHiring Family Members for the Family Business,\u201d March 30, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/philip-keeffe.suite101.com\/hiring-family-members-for-the-family-business-a220028\" rel=\"noopener noreferrer\">philip-keeffe.suite101.com\/hiring-family-members-for-the -family-business-a220028<\/a>.[\/footnote]<\/span><\/p>\r\n\r\n<\/div>\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s05_s02\">\r\n<h3 class=\"title editable block\">Cons<\/h3>\r\n<p id=\"cadden_1.0-ch03_s02_s05_s02_p01\" class=\"para editable block\">There are also quite a few disadvantages to hiring family members:<span class=\"footnote\" id=\"cadden_1.0-fn03_059\">[footnote]Dean Fowler and Peg Masterson Edquist, \u201cEvaluate the Pros and Cons of Employing Family Members,\u201d <em class=\"emphasis\">Business Journal<\/em>, June 6, 2003, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.bizjournals.com\/milwaukee\/stories\/2003\/06\/09\/smallb6.html\" rel=\"noopener noreferrer\">www.bizjournals.com\/milwaukee\/stories\/2003\/06\/09\/smallb6.html<\/a>[\/footnote][footnote]Philip Keefe, \u201cHiring Family Members for the Family Business,\u201d March 30, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/philip-keeffe.suite101.com\/hiring-family-members-for-the-family-business-a220028\" rel=\"noopener noreferrer\">philip-keeffe.suite101.com\/hiring-family-members-for-the-family-business -a220028<\/a>[\/footnote][footnote]Annika Hall and Mattias Nordqvist, \u201cProfessional Management in Family Businesses: Toward an Extended Understanding,\u201d <em class=\"emphasis\">Family Business Review<\/em> 21, no. 1 (2008): 51\u201369[\/footnote][footnote]Margaret Steen, \u201cThe Decision Tree of Family Business,\u201d <em class=\"emphasis\">Stanford Graduate School of Business<\/em>, August 2006, June 21, 2012, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html\" rel=\"noopener noreferrer\">www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html<\/a>.[\/footnote]<\/span><\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s02_s05_s02_l01\" class=\"itemizedlist editable block\">\r\n \t<li>\r\n<p class=\"para\">Families are not perfect, so a dispute among family members can spill from home into the workplace.<\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s02_s05_s02_l02\" class=\"itemizedlist\">\r\n \t<li>There is always the possibility of managerial incompetence<\/li>\r\n \t<li>It may not be possible to separate family and work<\/li>\r\n \t<li>Patterns of conflict will be rooted in early family experiences<\/li>\r\n \t<li>Communication may break down<\/li>\r\n \t<li>Sibling rivalry may create problems<\/li>\r\n<\/ul>\r\n<\/li>\r\n \t<li>\r\n<p class=\"para\">Newly hired family members may feel that they do not have to earn their positions; their success will be seen as linked to their name instead of their abilities.<\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s02_s05_s02_l03\" class=\"itemizedlist\">\r\n \t<li>The company may be subject to charges of discriminatory hiring practices if job openings are not published.<\/li>\r\n \t<li>Non-family members of the business may feel that family members get hiring preference.<\/li>\r\n \t<li>Non-family members may feel that they will be automatically outvoted in decision making.<\/li>\r\n \t<li>Hiring primarily family members for management positions may lead to hiring suboptimal people who cannot easily be dismissed. This could lead to greater conflict because of promotion criteria that are not based on merit.<\/li>\r\n<\/ul>\r\n<\/li>\r\n<\/ul>\r\n<\/div>\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s05_s03\">\r\n<h2 class=\"title editable block\">Hiring Non-family Members<\/h2>\r\n<p id=\"cadden_1.0-ch03_s02_s05_s03_p01\" class=\"para editable block\">There will be times when the better decision may be to hire a non-family person for a particular job. Experience has shown that a family business is less likely to be successful if it employs only family members; bringing in the fresh thinking that comes with external expertise can be valuable at all levels of a business. <span class=\"footnote\" id=\"cadden_1.0-fn03_060\">[footnote]\u201cFocusing on Business Families,\u201d <em class=\"emphasis\">BDO<\/em>, November 2009, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/static.staging.bdo.defacto-cms.com\/assets\/documents\/2010\/04\/Focusing_on_business_families.pdf\" rel=\"noopener noreferrer\">static.staging.bdo.defacto-cms.com\/assets\/documents\/2010\/04\/Focusing_on _business_families.pdf<\/a>[\/footnote]<\/span> In addition, non-family members can offer stability to a family business by offering a fair and impartial perspective on business issues. The challenge is in attracting and retaining non-family employees because these employees \u201cmay find it difficult to deal with family conflicts on the job, limited opportunities for advancement, and the special treatment sometimes accorded family members. In addition, some family members may resent outsiders being brought into the firm and purposely make things unpleasant for non-family employees.\u201d\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_061\">[footnote]\u201cFamily Owned Businesses Law and Legal Definition,\u201d <em class=\"emphasis\">USLegal.com<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/definitions.uslegal.com\/f\/family-owned-businesses\" rel=\"noopener noreferrer\">definitions.uslegal.com\/f\/family-owned-businesses<\/a>.[\/footnote]<\/span><\/p>\r\n<p class=\"para editable block no-indent\">Because it is likely that a growing family business will need to hire people from the outside, it is important that the business come to terms with that necessity. Policies and procedures can help with the transition, but the most important thing is to prepare the family culture of the business to accept a non-family member. Not surprisingly, this is much easier said than done.<\/p>\r\n\r\n<\/div>\r\n<\/div>\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s06\">\r\n<h2 class=\"title editable block\">Professional Management<\/h2>\r\n<p id=\"cadden_1.0-ch03_s02_s06_p01\" class=\"para editable block no-indent\">The decision to hire a <span class=\"margin_term\"><a class=\"glossterm\"><em><strong>[pb_glossary id=\"653\"]professional manager[\/pb_glossary]<\/strong><\/em> <\/a><\/span>is likely one of the most important and difficult hiring decisions that a family business owner will have to make.\u00a0\u201cA typical argument\u2026is that professional non-family managers should be brought in to provide \u2018objectivity\u2019 and \u2018rationality\u2019 to the family firm.\u201d\u00a0There are several problems with this way of thinking. First, it perpetuates the outdated notion that family members are not professional, that the smartest thing for a family business to do is to bring in professional management\u2014as quickly as possible.\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_064\">[footnote]Annika Hall and Mattias Nordqvist, \u201cProfessional Management in Family Businesses: Toward an Extended Understanding,\u201d <em class=\"emphasis\">Family Business Review<\/em> 21, no. 1 (2008): 51\u201369.[\/footnote]<\/span><\/p>\r\n<p id=\"cadden_1.0-ch03_s02_s06_p03\" class=\"para editable block no-indent\">Second, professional managers are not always prepared to deal with the special nature of family-owned businesses. \u201cThe influence of families on businesses they own and manage is often invisible to management theorists and business schools. The core topics of management education\u2014organizational behavior, strategy, finance, marketing, production, and accounting\u2014are taught without differentiating between family and non-family businesses.\u201d\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_065\">[footnote]Kelin E. Gersick et al., <em class=\"emphasis\">Generation to Generation: Life Cycles of the Family Business<\/em> (Cambridge, MA: Owner Managed Business Institute, Harvard Business School Press, 1997), 4[\/footnote]<\/span> This does an injustice to the unique workings of a family-owned business.<\/p>\r\n<p id=\"cadden_1.0-ch03_s02_s06_p04\" class=\"para editable block no-indent\">Third, a professional manager from the outside is not always prepared, perhaps not even most of the time, to deal with the special nature of family companies. The dominant view on professional management downplays the importance of the social and the cultural context. \u201cThis is a problem in family firms where family relations, norms, and values are crucial to the workings and development of the business.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_066\">[footnote]Annika Hall and Mattias Nordqvist, \u201cProfessional Management in Family Businesses: Toward an Extended Understanding,\u201d <em class=\"emphasis\">Family Business Review<\/em> 21, no. 1 (2008): 51\u201369[\/footnote]<\/span> It is argued that the meaning business families attach to their businesses is guided by family values and expectations\u2014so much so that \u201canything or anyone that interrupts this fragility could send the business into chaos.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_067\">[footnote]Annika Hall and Mattias Nordqvist, \u201cProfessional Management in Family Businesses: Toward an Extended Understanding,\u201d <em class=\"emphasis\">Family Business Review<\/em> 21, no. 1 (2008): 51\u201369.[\/footnote]<\/span><\/p>\r\n<p id=\"cadden_1.0-ch03_s02_s06_p05\" class=\"para editable block no-indent\">The hiring of an outside manager, therefore, should include an assessment of both <span class=\"margin_term\"><a class=\"glossterm\"><em><strong>[pb_glossary id=\"651\"]formal competence[\/pb_glossary]<\/strong><\/em>: f<\/a><span class=\"glossdef\">ormal education, training, and experience outside the family business<\/span><\/span>\u00a0and <span class=\"margin_term\"><em><strong><a class=\"glossterm\">[pb_glossary id=\"652\"]cultural competence[\/pb_glossary]<\/a><\/strong><\/em><a class=\"glossterm\">: a<\/a><span class=\"glossdef\">n understanding of the culture of a specific firm.<\/span><\/span>\u00a0Although it is certainly helpful and appropriate, formal competence is not sufficient for managerial effectiveness. It needs to be supplemented with cultural competence, an understanding of the culture of a specific firm. Interestingly, most family businesses look only to formal competence when selecting a CEO.\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_068\">[footnote]Annika Hall and Mattias Nordqvist, \u201cProfessional Management in Family Businesses: Toward an Extended Understanding,\u201d <em class=\"emphasis\">Family Business Review<\/em> 21, no. 1 (2008): 51\u201369.[\/footnote]<\/span><\/p>\r\n\r\n<div class=\"callout block\" id=\"cadden_1.0-ch03_s02_s06_n01\">\r\n<h2 class=\"title\">Culture and Non-family CEOs<span class=\"blockquote\" id=\"cadden_1.0-ch03_s02_s06_bl02\"><\/span><\/h2>\r\n<\/div>\r\n<p class=\"no-indent\">It is extremely important to understand the culture of the family firm. It means that as a leader you have to be sensitive to the organization\u2019s reactions on the things you say and do. I have a long-term employee on my management team, and she is my guide in these issues. She can tell me how the organization will react and how things are likely to be received. We have to build on the past even though we have to do a lot of things in new and different ways. But because of the culture, this might be very sensitive (<em>The words of a non-family\u00a0CEO in a family business<\/em>).<\/p>\r\n<p class=\"no-indent\">As a non-family CEO, you have to have in-depth respect for the invisible forces among the employees in the family firm. You cannot escape the fact that there will always be special bonds between the family firm and the owner. Always (<em>The words of a non-family\u00a0CEO in a family business<\/em>). [footnote]Annika Hall and Mattias Nordqvist, \u201cProfessional Management in Family Businesses: Toward an Extended Understanding,\u201d Family Business Review 21, no. 1 (2008): 51\u201369.[\/footnote]<\/p>\r\n<p id=\"cadden_1.0-ch03_s02_s06_p08\" class=\"para editable block no-indent\">One concern of family businesses may be that the hiring of a non-family manager will result in the loss of their \u201cfamiliness.\u201d However, one study found that, even with non-family managers, bringing non-family management activities, styles, and characteristics, \u201c[T]he special and unique aspects and forces of the system of the family, its individual family members, and the business itself provide a synergistic force that offsets the outside influences of the [non-family managers].\u201d\u00a0This same study acknowledged, however, that their research did not focus on understanding at what point, or percentage of non-family members, the feeling of \u201cfamiliness\u201d will begin to erode.\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_071\">[footnote]Matthew C. Sonfield and Robert N. Lussier, \u201cFamily-Member and Non-family-Member Managers in Family Businesses,\u201d <em class=\"emphasis\">Journal of Small Business and Enterprise Development<\/em> 16, no. 2 (2009): 196\u2013209.[\/footnote]<\/span><\/p>\r\n\r\n<\/div>\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s07\">\r\n<h2 class=\"title editable block\">Employment Qualifications<\/h2>\r\n<p id=\"cadden_1.0-ch03_s02_s07_p01\" class=\"para editable block\">One of the more difficult challenges that a family business must face is determining employment qualifications for employees, both family and non-family. The lack of a clear employment policy and process can lead to major conflicts in the company. Unfortunately, it would appear that, despite their benefit, most family businesses have a family employment policy.<span class=\"footnote\" id=\"cadden_1.0-fn03_072\">[footnote]\u201cGARBAGE IN\u2014GARBAGE OUT: Family Employment Policies,\u201d <em class=\"emphasis\">ReGENERATION Partners<\/em>, May 2002, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.regeneration-partners.com\/artman\/uploads\/20-2002-may-news.pdf\" rel=\"noopener noreferrer\">www.regeneration-partners.com\/artman\/uploads\/20-2002-may-news.pdf<\/a>[\/footnote]<a class=\"link\" target=\"_blank\" href=\"http:\/\/www.regeneration-partners.com\/artman\/uploads\/20-2002-may-news.pdf\" rel=\"noopener noreferrer\"><\/a>.<\/span> As a result, many family businesses may end up with more employees from the family than the company needs, and some of these people may not even be qualified or suitable for the jobs they have been given. \u201cSome family businesses even find themselves acquiring businesses that have no relationship with their original business or keeping some unprofitable business lines just to make sure that everybody in the family gets a job within the company.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_073\">[footnote]\u201cFamily Member Employment Policies (Case Study 1: SABIS),\u201d <em class=\"emphasis\">IFC Corporate Governance<\/em>, 2006, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.smetoolkit.org\/smetoolkit\/en\/content\/en\/6742\/Family-Member-Employment-Policies-Case-Study-1-SABIS%C2%AE-\" rel=\"noopener noreferrer\">www.smetoolkit.org\/smetoolkit\/en\/content\/en\/6742\/Family-Member-Employment-Policies-Case-Study-1 -SABIS%C2%AE-<\/a>[\/footnote]<a class=\"link\" target=\"_blank\" href=\"http:\/\/www.smetoolkit.org\/smetoolkit\/en\/content\/en\/6742\/Family-Member-Employment-Policies-Case-Study-1-SABIS%C2%AE-\" rel=\"noopener noreferrer\"><\/a>.<\/span> This kind of situation benefits no one.<\/p>\r\n<p id=\"cadden_1.0-ch03_s02_s07_p02\" class=\"para editable block no-indent\">A written family-business employment policy can solve a myriad of problems because it spells out the specific terms for family and non-family members with respect to recruiting, hiring, promoting, compensating, and terminating. One recommendation is that an ideal family employment policy should include the following:<span class=\"footnote\" id=\"cadden_1.0-fn03_074\">[footnote]\u201cGARBAGE IN\u2014GARBAGE OUT: Family Employment Policies,\u201d <em class=\"emphasis\">ReGENERATION Partners<\/em>, May 2002, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.regeneration-partners.com\/artman\/uploads\/20-2002-may-news.pdf\" rel=\"noopener noreferrer\">www.regeneration-partners.com\/artman\/uploads\/20-2002-may-news.pdf<\/a>.[\/footnote]<\/span><\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s02_s07_l01\" class=\"itemizedlist editable block\">\r\n \t<li>\u201cExplain the family employment policy\u2019s purpose and philosophy.\u201d<\/li>\r\n \t<li>\u201cDescribe how family members will apply and be considered for positions.\u201d<\/li>\r\n \t<li>\u201cCover the general conditions of employment, including compensation and supervision.\u201d<\/li>\r\n \t<li>\u201cOutline the approach to be taken in developing and promoting family business members.\u201d<\/li>\r\n \t<li>Make clear that family members will be completing the same applications that other candidates will complete.<\/li>\r\n \t<li>Include an inspiring and upbeat reminder that the policy\u2019s purpose is to help the family business succeed and to support, develop, and motivate family members to lead successful and productive lives.<\/li>\r\n \t<li>Have all family business owners sign the policy, indicating they have read and agreed to it.<\/li>\r\n<\/ul>\r\n<p id=\"cadden_1.0-ch03_s02_s07_p03\" class=\"para editable block\">Others have recommended \u201cthat family members meet three qualifications before they are allowed to join the family business on a permanent basis: an appropriate educational background; three to five years\u2019 outside work experience; and an open, existing position in the firm that matches their background.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_075\">[footnote]Craig E. Aronoff and John L. Ward, <em class=\"emphasis\">Family Business Succession: The Final Test of Greatness<\/em> (Marietta, GA: Business Owner Resources, 1992), as cited in \u201cNepotism,\u201d <em class=\"emphasis\">Reference for Business.com<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.referenceforbusiness.com\/small\/Mail-Op\/Nepotism.html\" rel=\"noopener noreferrer\">www.referenceforbusiness.com\/small\/Mail-Op\/Nepotism.html<\/a>.[\/footnote]<\/span><\/p>\r\n<p id=\"cadden_1.0-ch03_s02_s07_p04\" class=\"para editable block no-indent\">There are no rules that dictate the content of a family business employment policy, so differences from one family business to another can be expected. However, it is very important \u201cto set employment conditions that do not discriminate against or favor family members. This would help establish an atmosphere of fairness and motivation for all employees of the family business.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_076\">[footnote]\u201cFamily Member Employment Policies (Case Study 1: SABIS),\u201d <em class=\"emphasis\">IFC Corporate Governance<\/em>, 2006, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.smetoolkit.org\/smetoolkit\/en\/content\/en\/6742\/Family-Member-Employment-Policies-Case-Study-1-SABIS%C2%AE-\" rel=\"noopener noreferrer\">www.smetoolkit.org\/smetoolkit\/en\/content\/en\/6742\/Family-Member-Employment-Policies-Case-Study-1-SABIS%C2% AE-<\/a>.[\/footnote]<\/span><\/p>\r\n<p id=\"cadden_1.0-ch03_s02_s07_p05\" class=\"para editable block no-indent\">The benefits of an employment policy notwithstanding, the idea may be met with resistance. There may be the feeling that hiring decisions for family members should be separate from the hiring decisions for non-family members because being a family member provides special qualifications that cannot be matched by someone outside the family. How to proceed will ultimately fall on the shoulders of the family business owner.<\/p>\r\n\r\n<\/div>\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s08\">\r\n<h2 class=\"title editable block no-indent\">Salaries and Compensation<\/h2>\r\n<p id=\"cadden_1.0-ch03_s02_s08_p01\" class=\"para editable block no-indent\">As difficult as hiring decisions may be for the family business, decisions about salaries and compensation are probably even worse. No matter how well intentioned and well designed the company\u2019s compensation plan may be, there will still be jealousies, hard feelings, severed sibling relationships, and even lawsuits, particularly among those family members who feel they have been treated unfairly. <span class=\"footnote\" id=\"cadden_1.0-fn03_077\">[footnote]\u201cFamily Owned Businesses: Compensation in Family Businesses,\u201d <em class=\"emphasis\">Gaebler.com Resources for Entrepreneurs<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.gaebler.com\/Compensation-in-Family-Businesses.htm\" rel=\"noopener noreferrer\">www.gaebler.com\/Compensation-in-Family-Businesses.htm<\/a>[\/footnote]<\/span> This presents a daunting challenge: how to develop a compensation plan that will be fair to family members and good for the business:<span class=\"blockquote block\" id=\"cadden_1.0-ch03_s02_s08_bl01\"><\/span><\/p>\r\n<p class=\"no-indent\">One of the greatest struggles of operating a family business is separating the family from the business. Oh yes, there are many great benefits to having family in the business and to being a family member in a family business, but the most difficult problems result when \u201cfamily values\u201d and issues take over, leaving business values and needs wanting. There is no greater source for family business problems\u2014nor more fertile ground for their cure\u2014than the family business compensation systems.\u00a0<span style=\"font-size: 14pt;\">[footnote]<\/span>Bernard J. D\u2019Avella Jr. and Hannoch Weisman, \u201cWhy Compensation for Family Members Should Be at Market Value,\u201d Fairleigh Dickinson University, 2010, accessed October 8, 2011, view.fdu.edu\/default.aspx?id=2344[\/footnote]<\/p>\r\n\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s08_s01\">\r\n<h2 class=\"title editable block\">Some of the Problems<\/h2>\r\n<p id=\"cadden_1.0-ch03_s02_s08_s01_p01\" class=\"para editable block\">Family businesses often make several common mistakes when developing their compensation plans.<\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s02_s08_s01_l01\" class=\"itemizedlist editable block\">\r\n \t<li>They consider fair compensation to be equal compensation for all family members, sometimes even for the owner. This creates a very sticky situation because all family members are not created equal. \u201cIt is sometimes difficult to assess and compare the talents of family members who are also employees. Nor do all family members contribute equally to the business. As a result of the stress that this causes, many family business owners ignore the problem and let compensation become a breeding ground for dissension in the family.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_079\">[footnote]Kathy Marshack, \u201cHow to Arrive at Fair Compensation in a Family Business,\u201d <em class=\"emphasis\">American Chronicle<\/em>, February 29, 2008, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.americanchronicle.com\/articles\/view\/53757\" rel=\"noopener noreferrer\">www.americanchronicle.com\/articles\/view\/53757<\/a>[\/footnote]<\/span><\/li>\r\n \t<li>They do not compensate wives for the work they do. The reason often given? It saves on taxes. Not surprisingly, this approach leaves wives isolated from the business, invisible in the decision-making process, and unappreciated. This problem extends to the compensation of sons and daughters as well. A survey by Mass Mutual Insurance Company\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_080\">[footnote]Referenced in Kathy Marshack, \u201cHow to Arrive at Fair Compensation in a Family Business,\u201d <em class=\"emphasis\">American Chronicle<\/em>, February 29, 2008, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.americanchronicle.com\/articles\/view\/53757\" rel=\"noopener noreferrer\">www.americanchronicle.com\/articles\/view\/53757<\/a>.[\/footnote]<\/span> reported a big discrepancy among the salaries of sons and daughters in family businesses across America. The average salary of the typical son in a family business was $115,000, while his sister earned only $19,000. This may be due to the tendency of sons being groomed for leadership, while daughters are groomed for the supportive roles that command lower salaries.<\/li>\r\n \t<li>The compensation for family members is higher than that for non-family members, but the differential is not tied to the actual job requirements or performance. This situation can lead to anger, reduced motivation, resentment, and eventual departure of the non-family member from the firm.<\/li>\r\n \t<li>\r\n<p class=\"para\">The business overpays family members\u2014for a variety of reasons:<span class=\"footnote\" id=\"cadden_1.0-fn03_081\">[footnote]Ellen Frankenberg, \u201cEqual Isn\u2019t Always Fair: Making Tough Decisions about Transmitting Family Assets,\u201d Frankenberg Group, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.frankenberggroup.com\/equal-isnt-always-fair-making-tough-decisions-about-transmitting-family-assets.html\" rel=\"noopener noreferrer\">www.frankenberggroup.com\/equal-isnt-always-fair-making-tough-decisions-about -transmitting-family-assets.html<\/a>.[\/footnote]<\/span><\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s02_s08_s01_l02\" class=\"itemizedlist\">\r\n \t<li>\u201cGuilt, because mom &amp; pop were so busy working when the kids were young.\u201d<\/li>\r\n \t<li>\u201cFear of conflict, because someone\u2019s wife threatens not to come to the family picnic.\u201d<\/li>\r\n \t<li>\u201cResistance to change, because \u2018That\u2019s the way we\u2019ve always done it.\u2019\u201d<\/li>\r\n \t<li>\u201cInability to confront family members who feel \u2018entitled\u2019 to inflated salaries.\u201d<\/li>\r\n \t<li>\u201cDetermination to minimize estate taxes by transferring wealth through compensation.\u201d<\/li>\r\n<\/ul>\r\n<\/li>\r\n \t<li>\r\n<p class=\"para\">Emotional pressures are allowed to determine compensation policies. What this means is that compensation is not correctly determined by job requirements and performance in those jobs. When this happens, small problems develop centrifugal force:<span class=\"footnote\" id=\"cadden_1.0-fn03_082\">[footnote]Ellen Frankenberg, \u201cEqual Isn\u2019t Always Fair: Making Tough Decisions about Transmitting Family Assets,\u201d Frankenberg Group, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.frankenberggroup.com\/equal-isnt-always-fair-making-tough-decisions-about-transmitting-family-assets.html\" rel=\"noopener noreferrer\">www.frankenberggroup.com\/equal-isnt-always-fair-making-tough-decisions-about -transmitting-family-assets.html<\/a>.[\/footnote]<\/span><\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s02_s08_s01_l03\" class=\"itemizedlist\">\r\n \t<li>\u201cFighting between sibling\/cousin partners increases.\u201d<\/li>\r\n \t<li>\u201cHard-working family members and employees lose morale.\u201d<\/li>\r\n \t<li>\u201cWell-motivated competent employees leave the company.\u201d<\/li>\r\n \t<li>\u201cThe company loses its competitive edge and growth potential.\u201d<\/li>\r\n \t<li>\u201cFamily harmony decreases.\u201d<\/li>\r\n \t<li>\u201cThe value of the company declines, or it is sold\u2014for the wrong reasons.\u201d<\/li>\r\n<\/ul>\r\n<\/li>\r\n<\/ul>\r\n<\/div>\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s08_s02\">\r\n<h2 class=\"title editable block\">Some of the Solutions<\/h2>\r\n<p id=\"cadden_1.0-ch03_s02_s08_s02_p01\" class=\"para editable block\">Developing a fair compensation plan for the family business is not easy. It requires good faith, trust, and good business sense. The dollar amounts offered to family members will be critical, but the more pressing issue is fairness. <span class=\"footnote\" id=\"cadden_1.0-fn03_083\">[footnote]Dean Fowler and Peg Masterson Edquist, \u201cEvaluate the Pros and Cons of Employing Family Members,\u201d <em class=\"emphasis\">Business Journal<\/em>, June 6, 2003, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.bizjournals.com\/milwaukee\/stories\/2003\/06\/09\/smallb6.html\" rel=\"noopener noreferrer\">www.bizjournals.com\/milwaukee\/stories\/2003\/06\/09\/smallb6.html<\/a>[\/footnote]<\/span> Unfortunately, fairness is often construed as equality. This must be avoided.<\/p>\r\n<p id=\"cadden_1.0-ch03_s02_s08_s02_p02\" class=\"para editable block no-indent\">There is no template for designing a compensation plan for family businesses, but there are several recommendations:<span class=\"footnote\" id=\"cadden_1.0-fn03_084\">[footnote]Bernard J. D\u2019Avella Jr. and Hannoch Weisman, \u201cWhy Compensation for Family Members Should Be at Market Value,\u201d <em class=\"emphasis\">Fairleigh Dickinson University<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/view.fdu.edu\/default.aspx?id=2344\" rel=\"noopener noreferrer\">view.fdu.edu\/default.aspx?id=2344<\/a>.[\/footnote]<\/span><\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s02_s08_s02_l01\" class=\"itemizedlist editable block\">\r\n \t<li>\r\n<p class=\"no-indent\">Develop accurate job descriptions for each employee that include responsibilities, level of authority, technical skills, level of experience and education required for the job, and goals for an annual performance review. In a performance-based company, the amount of stock owned by a family member will not be related to his or her compensation.<\/p>\r\n<\/li>\r\n \t<li>\r\n<p class=\"no-indent\">Develop a clear philosophy of compensation so that everyone understands the standards that are used to pay people. The following is a sample of a written compensation plan philosophy that was developed by one family.<\/p>\r\n<\/li>\r\n<\/ul>\r\n<p class=\"no-indent\"><span class=\"blockquote block\" id=\"cadden_1.0-ch03_s02_s08_s02_bl01\">Family members employed in the business will be paid according to the standards in our region, as reported by our trade association, for a specific position, in companies of our size. In order to retain good employees we will pay all employed family members and other managers within the top quartile of our industry\u2019s standards. Additional compensation will be based on success in reaching specific company goals, with bonuses shared among all members of the management team. Individual incentives will be determined according to measurable goals for job performance determined each year, and reviewed by the appropriate manager.<span class=\"footnote\" id=\"cadden_1.0-fn03_085\">[footnote]Ellen Frankenberg, \u201cEqual Isn\u2019t Always Fair: Making Tough Decisions about Transmitting Family Assets,\u201d Frankenberg Group, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.frankenberggroup.com\/equal-isnt-always-fair-making-tough-decisions-about-transmitting-family-assets.html\" rel=\"noopener noreferrer\">www.frankenberggroup.com\/equal-isnt-always-fair-making-tough-decisions-about -transmitting-family-assets.html<\/a>.[\/footnote]<\/span>\r\n<\/span><\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s02_s08_s02_l03\" class=\"itemizedlist editable block\">\r\n \t<li>Gather information about the salaries of similar positions in the industry of the family business in the applicable region of the country. Look at companies that are similar in the number of employees, revenue, and product. If possible, obtain salary and benefit information.<\/li>\r\n \t<li>Have the base salary for each position be consistent with the salaries and wages paid for comparable positions at similarly sized businesses. Paying at this market value will have an excellent effect on non-family members because they will feel that they are on an even playing field. There will be a positive effect on business morale.<\/li>\r\n \t<li>The family business owner might consider seeking outside help in determining compensation levels for individual family members. However, this assistance must be seen as truly objective, with no reason to favor one viewpoint over another.<\/li>\r\n<\/ul>\r\n<div class=\"callout block\" id=\"cadden_1.0-ch03_s02_s08_s02_n01\">\r\n<h3 class=\"title\">Oh, Those Sleepless Nights!<\/h3>\r\n<p id=\"cadden_1.0-ch03_s02_s08_s02_p04\" class=\"para\">A recent family business survey\u00a0reported that the following things keep family business owners awake at night.\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_086\">[footnote]\u201cThe Family Business Survey 2008\/2009,\u201d <em class=\"emphasis\">Praxity<\/em>, 2009, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx\" rel=\"noopener noreferrer\">http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx<\/a>.[\/footnote]<\/span><\/p>\r\n\r\n<h3>Table 3.1 Top Factors Business Owners Lose Sleep Over<\/h3>\r\n<div class=\"informaltable\">\r\n<table style=\"border-spacing: 0px;\" cellpadding=\"0\">\r\n<thead>\r\n<tr style=\"height: 48px;\">\r\n<th style=\"width: 42px; height: 48px;\">Rank<\/th>\r\n<th style=\"width: 347px; height: 48px;\">The Nightmare<\/th>\r\n<th style=\"width: 144px; height: 48px;\">Percentage Citing as a Significant Concern (%)<\/th>\r\n<\/tr>\r\n<\/thead>\r\n<tbody>\r\n<tr style=\"height: 24px;\">\r\n<td style=\"width: 42px; text-align: center; height: 24px;\">1<\/td>\r\n<td style=\"width: 347px; height: 24px;\">Family members can never get away from work.<\/td>\r\n<td style=\"width: 144px; text-align: center; height: 24px;\">18<\/td>\r\n<\/tr>\r\n<tr style=\"height: 24px;\">\r\n<td style=\"width: 42px; text-align: center; height: 24px;\">2<\/td>\r\n<td style=\"width: 347px; height: 24px;\">Business disagreements can put strain on family relationships.<\/td>\r\n<td style=\"width: 144px; text-align: center; height: 24px;\">17<\/td>\r\n<\/tr>\r\n<tr style=\"height: 24px;\">\r\n<td style=\"width: 42px; text-align: center; height: 24px;\">3<\/td>\r\n<td style=\"width: 347px; height: 24px;\">Emotional aspects can get in the way of important business decisions.<\/td>\r\n<td style=\"width: 144px; text-align: center; height: 24px;\">16<\/td>\r\n<\/tr>\r\n<tr style=\"height: 24px;\">\r\n<td style=\"width: 42px; text-align: center; height: 24px;\">4<\/td>\r\n<td style=\"width: 347px; height: 24px;\">Transition to the next generation is more difficult than a third-party sale.<\/td>\r\n<td style=\"width: 144px; text-align: center; height: 24px;\">10<\/td>\r\n<\/tr>\r\n<tr style=\"height: 24px;\">\r\n<td style=\"width: 42px; text-align: center; height: 24px;\">5<\/td>\r\n<td style=\"width: 347px; height: 24px;\">There can often be conflicts regarding the fairness of reward for effort.<\/td>\r\n<td style=\"width: 144px; text-align: center; height: 24px;\">9<\/td>\r\n<\/tr>\r\n<tr style=\"height: 24px;\">\r\n<td style=\"width: 42px; text-align: center; height: 24px;\">6<\/td>\r\n<td style=\"width: 347px; height: 24px;\">The business rewards are not necessarily based on merit.<\/td>\r\n<td style=\"width: 144px; text-align: center; height: 24px;\">8<\/td>\r\n<\/tr>\r\n<tr style=\"height: 24px;\">\r\n<td style=\"width: 42px; text-align: center; height: 24px;\">7<\/td>\r\n<td style=\"width: 347px; height: 24px;\">Family members find it difficult to be individuals in their own right.<\/td>\r\n<td style=\"width: 144px; text-align: center; height: 24px;\">5<\/td>\r\n<\/tr>\r\n<tr style=\"height: 24px;\">\r\n<td style=\"width: 42px; text-align: center; height: 24px;\">8<\/td>\r\n<td style=\"width: 347px; height: 24px;\">Difficulties arise in attracting professional management.<\/td>\r\n<td style=\"width: 144px; text-align: center; height: 24px;\">5<\/td>\r\n<\/tr>\r\n<tr style=\"height: 24px;\">\r\n<td style=\"width: 42px; text-align: center; height: 24px;\">9<\/td>\r\n<td style=\"width: 347px; height: 24px;\">Children can be spoiled through inequitable rewards.<\/td>\r\n<td style=\"width: 144px; text-align: center; height: 24px;\">4<\/td>\r\n<\/tr>\r\n<tr style=\"height: 24px;\">\r\n<td style=\"width: 42px; text-align: center; height: 24px;\">10<\/td>\r\n<td style=\"width: 347px; height: 24px;\">Outside shareholders do not contribute but take payouts from the business.<\/td>\r\n<td style=\"width: 144px; text-align: center; height: 24px;\">3<\/td>\r\n<\/tr>\r\n<tr style=\"height: 48px;\">\r\n<td style=\"width: 42px; text-align: center; height: 48px;\">11<\/td>\r\n<td style=\"width: 347px; height: 48px;\">The family is always put before the business and therefore can be less efficient.<\/td>\r\n<td style=\"width: 144px; text-align: center; height: 48px;\">3<\/td>\r\n<\/tr>\r\n<tr style=\"height: 24px;\">\r\n<td style=\"width: 42px; text-align: center; height: 24px;\">12<\/td>\r\n<td style=\"width: 347px; height: 24px;\">Past deeds are never forgotten and are brought up at inappropriate times.<\/td>\r\n<td style=\"width: 144px; text-align: center; height: 24px;\">2<\/td>\r\n<\/tr>\r\n<\/tbody>\r\n<\/table>\r\n<\/div>\r\n<p id=\"cadden_1.0-ch03_s02_s08_s02_p05\" class=\"para\">Other urgent issues identified by a different family business survey included, in order of importance, the following:<span class=\"footnote\" id=\"cadden_1.0-fn03_087\">[footnote]\u201cAmerican Family Business Survey,\u201d <em class=\"emphasis\">Mass Mutual Financial Group<\/em>, 2007, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.massmutual.com\/mmfg\/pdf\/afbs.pdf\" rel=\"noopener noreferrer\">www.massmutual.com\/mmfg\/pdf\/afbs.pdf<\/a>.[\/footnote]<\/span><\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s02_s08_s02_l02\" class=\"itemizedlist\">\r\n \t<li>Labor costs<\/li>\r\n \t<li>Health-care costs<\/li>\r\n \t<li>Finding qualified employees<\/li>\r\n \t<li>Foreign competition<\/li>\r\n \t<li>Labor union demands<\/li>\r\n \t<li>Domestic competition<\/li>\r\n \t<li>Oil prices<\/li>\r\n \t<li>Availability of credit from lenders<\/li>\r\n \t<li>Estate taxes<\/li>\r\n<\/ul>\r\n<\/div>\r\n<\/div>\r\n<\/div>\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s09\">\r\n<h2 class=\"title editable block\">Succession<\/h2>\r\n<p id=\"cadden_1.0-ch03_s02_s09_p01\" class=\"para editable block\">Another important issue that is particularly difficult for family businesses is <strong class=\"emphasis bold\">[pb_glossary id=\"659\"]succession[\/pb_glossary]<\/strong>. As mentioned earlier in this chapter, succession is about passing the business to the next generation. Decisions have to be made about who will take over the leadership and\/or ownership of the company when the current generation dies or retires\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_088\">[footnote]\u201cFamily Owned Businesses Law and Legal Definition,\u201d <em class=\"emphasis\">USLegal.com<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/definitions.uslegal.com\/f\/family-owned-businesses\" rel=\"noopener noreferrer\">definitions.uslegal.com\/f\/family-owned-businesses<\/a>[\/footnote]<a class=\"link\" target=\"_blank\" href=\"http:\/\/definitions.uslegal.com\/f\/family-owned-businesses\" rel=\"noopener noreferrer\"><\/a>.<\/span> Interestingly, \u201conly a third of all family businesses successfully make the transition to the second generation largely because succeeding generations either aren\u2019t interested in running the business or make drastic changes when they take the helm.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_089\">[footnote]\u201cFamily Business Statistics,\u201d <em class=\"emphasis\">Gaebler.com: Resources for Entrepreneurs<\/em>, October 10, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.gaebler.com\/Family-Business-Statistics.htm\" rel=\"noopener noreferrer\">www.gaebler.com\/Family-Business-Statistics.htm<\/a>[\/footnote]<a class=\"link\" target=\"_blank\" href=\"http:\/\/www.gaebler.com\/Family-Business-Statistics.htm\" rel=\"noopener noreferrer\"><\/a>.<\/span> There are family businesses that manage the transition across generations quite easily because the succession process chooses only the children willing and able to join and work with the prevailing family, business values, and goals. Unfortunately, there are also instances in which children have had to leave school as soon as legally allowed, not equipped to manage either the business, their lives, or their family. These children spend many resentful years in the business until it fails.<span class=\"footnote\" id=\"cadden_1.0-fn03_090\">[footnote]Sue Birley, \u201cAttitudes of Owner-Managers\u2019 Children Towards Family and Business Issues,\u201d <em class=\"emphasis\">Entrepreneurship Theory and Practice<\/em>, Spring 2002, 5\u201319.[\/footnote]<\/span><\/p>\r\n<p id=\"cadden_1.0-ch03_s02_s09_p02\" class=\"para editable block no-indent\">Passing the family business to the next generation is a difficult thing to do, but succession is a matter of some urgency because 40 percent of US businesses are facing the issue of succession at any given point in time.\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_091\">[footnote]Nancy Bowman-Upton, \u201cTransferring Management in the Family-Owned Business,\u201d <em class=\"emphasis\">Small Business Administration<\/em>, 1991, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.sbaonline.sba.gov\/idc\/groups\/public\/documents\/sba_homepage\/serv_sbp_exit.pdf\" rel=\"noopener noreferrer\">www.sbaonline.sba.gov\/idc\/groups\/public\/documents\/sba_homepage\/serv_sbp _exit.pdf<\/a>.[\/footnote]<\/span><\/p>\r\n<p class=\"para editable block no-indent\">This urgency notwithstanding, there are several forces that act against succession planning:<span class=\"footnote\" id=\"cadden_1.0-fn03_092\">[footnote]Ivan Lansberg, \u201cThe Succession Conspiracy,\u201d <em class=\"emphasis\">Family Business Review<\/em> 1 (1981): 119\u201344, as cited in Nancy Bowman-Upton, \u201cTransferring Management in the Family-Owned Business,\u201d <em class=\"emphasis\">Small Business Administration<\/em>, 1991, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.sbaonline.sba.gov\/idc\/groups\/public\/documents\/sba_homepage\/serv_sbp_exit.pdf\" rel=\"noopener noreferrer\">www.sbaonline.sba.gov\/idc\/groups\/public\/documents\/sba_homepage\/serv_sbp _exit.pdf<\/a>.[\/footnote]<\/span><\/p>\r\n\r\n<ol id=\"cadden_1.0-ch03_s02_s09_l01\" class=\"orderedlist editable block\">\r\n \t<li>\r\n<p class=\"para\">Founder<\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s02_s09_l02\" class=\"itemizedlist\">\r\n \t<li>Fear of death<\/li>\r\n \t<li>Reluctance to let go of power and control<\/li>\r\n \t<li>Personal loss of identity<\/li>\r\n \t<li>Fear of losing work activity<\/li>\r\n \t<li>Feelings of jealousy and rivalry toward successor<\/li>\r\n<\/ul>\r\n<\/li>\r\n \t<li>\r\n<p class=\"para\">Family<\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s02_s09_l03\" class=\"itemizedlist\">\r\n \t<li>Founder\u2019s spouse\u2019s reluctance to let go of role in firm<\/li>\r\n \t<li>Norms against discussing family\u2019s future beyond lifetime of parents<\/li>\r\n \t<li>Norms against favoring siblings<\/li>\r\n \t<li>Fear of parental death<\/li>\r\n<\/ul>\r\n<\/li>\r\n \t<li>\r\n<p class=\"para\">Employees<\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s02_s09_l04\" class=\"itemizedlist\">\r\n \t<li>Reluctance to let go of personal relationship with founder<\/li>\r\n \t<li>Fears of differentiating among key managers<\/li>\r\n \t<li>Reluctance to establish formal controls<\/li>\r\n \t<li>Fear of change<\/li>\r\n<\/ul>\r\n<\/li>\r\n \t<li>\r\n<p class=\"para\">Environmental<\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s02_s09_l05\" class=\"itemizedlist\">\r\n \t<li>Founder\u2019s colleagues and friends continue to work<\/li>\r\n \t<li>Dependence of clients on founder<\/li>\r\n \t<li>Cultural values that discourage succession planning<\/li>\r\n<\/ul>\r\n<\/li>\r\n<\/ol>\r\n<p id=\"cadden_1.0-ch03_s02_s09_p03\" class=\"para editable block\">These are powerful forces working against succession planning, but they need to be overcome for the good of the founder, the family, and the business. It will be tricky to balance the needs of all three and fold them into a good succession plan.<\/p>\r\n\r\n<\/div>\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s10\">\r\n<h2 class=\"title editable block\">The Succession Plan<\/h2>\r\n<p id=\"cadden_1.0-ch03_s02_s10_p01\" class=\"para editable block\">Voyageur Transportation, a company in London, calls its successful succession planning program, \u201cIf you got hit by a beer truck, what would happen to your department?\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_093\">[footnote]\u201cSample Succession Planning Policy,\u201d accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.experienceworks.ca\/pdf\/successionpolicy.pdf\" rel=\"noopener noreferrer\">www.experienceworks.ca\/pdf\/successionpolicy.pdf<\/a>[\/footnote]<a class=\"link\" target=\"_blank\" href=\"http:\/\/www.experienceworks.ca\/pdf\/successionpolicy.pdf\" rel=\"noopener noreferrer\"><\/a>.<\/span> As a family business owner, you should pose this question in terms of yourself and your business. Hopefully, this will provide the impetus you need to develop a succession plan.<\/p>\r\n<p class=\"para editable block no-indent\"><span id=\"cadden_1.0-ch03_s02_s10_bl01\">A good succession plan outlines how the succession will occur and what criteria will be used to judge when the successor is ready to take on the task. It eases the founder\u2019s concerns about transferring the firm to someone else and provides time in which to prepare for a major change in lifestyle. It encourages the heirs to work in the business, rather than embarking on alternative careers, because they can see what roles they will be able to play. And it endeavors to provide what is best for the business; in other words, it recognizes that managerial ability is more important than birthright, and that appointing an outside candidate may be wiser than entrusting the company to a relative who has no aptitude for the work.<\/span><span id=\"cadden_1.0-ch03_s02_s10_bl01\"><span id=\"cadden_1.0-fn03_094\">[footnote]\u201cMaking a Difference: The PricewaterhouseCoopers Family Business Survey 2007\/08,\u201d PriceWaterhouseCoopers, November 2007, accessed October 8, 2011, <a target=\"_blank\" href=\"http:\/\/www.pwc.com\/en_TH\/th\/publications\/assets\/pwc_fbs_survey.pdf\" rel=\"noopener noreferrer\">www.pwc.com\/en_TH\/th\/publications\/assets\/pwc_fbs_survey.pdf<\/a>.[\/footnote]<\/span>\r\n<\/span><\/p>\r\n<p id=\"cadden_1.0-ch03_s02_s10_p03\" class=\"para editable block no-indent\">A good succession plan will recognize and accept people\u2019s differences, not assume that the next generation wants the business; determine if heirs even have enough experience to run the business; consider fairness; and think and act like a business. The plan should also include a timetable of the transition stages, from the identification of a successor to the staged and then full transfer of responsibilities, and a contingency plan in case the unforeseen should happen, such as the departure or death of the intended successor or the intended successor declining the role.<span class=\"footnote\" id=\"cadden_1.0-fn03_095\">[footnote]\u201cFamily-Run Businesses: Succession Planning in Family Businesses,\u201d <em class=\"emphasis\">Business Link<\/em>, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.businesslink.gov.uk\/bdotg\/action\/detail?type=RESOURCES&amp;itemId=1074446767\" rel=\"noopener noreferrer\">www.businesslink.gov.uk\/bdotg\/action\/detail?type =RESOURCES&amp;itemId=1074446767<\/a>[\/footnote]<\/span> It would also be helpful to get some good professional advice\u2014from company advisors who have expertise in the industry as well as other family-run businesses.<span class=\"footnote\" id=\"cadden_1.0-fn03_096\">[footnote]\u201cAvoid Feuds When Handing Down the Family Business,\u201d 2010, <em class=\"emphasis\">AllBusiness.com<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.allbusiness.com\/buying-exiting-businesses\/exiting-a-business\/2975479-1.html\" rel=\"noopener noreferrer\">www.allbusiness.com\/buying-exiting-businesses\/exiting-a-business\/2975479-1.html<\/a>.[\/footnote]<\/span><\/p>\r\n<p id=\"cadden_1.0-ch03_s02_s10_p04\" class=\"para editable block no-indent\">Although each succession plan will be different, the following components should be seen as necessary for a good succession plan:<span class=\"footnote\" id=\"cadden_1.0-fn03_097\">[footnote]\u201cComponents of a Good Business Succession Plan,\u201d April 18, 2011, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.entrepreneurshipsecret.com\/components-of-a-good-business-succession-plan\" rel=\"noopener noreferrer\">www.entrepreneurshipsecret.com\/components-of-a-good-business -succession-plan<\/a>.[\/footnote]<\/span><\/p>\r\n\r\n<ol id=\"cadden_1.0-ch03_s02_s10_l01\" class=\"orderedlist editable block\">\r\n \t<li><strong class=\"emphasis bold\">Establish goals and objectives.<\/strong> As the family business owner, you must establish your personal goals and vision for the business and your future role in its operation. You should include your retirement goals, family member goals, goals of other stakeholders (e.g., partners, shareholders, and employees), and goals relating to what should happen in the case of your illness, death, or disability.<\/li>\r\n \t<li><strong class=\"emphasis bold\">Family involvement in the decision-making process.<\/strong> If the family and stakeholders who are involved in the decision-making process are kept informed of the decisions being made, many of the problems related to inheritance, management, and ownership issues will be alleviated. Communication, the process for handling family change and disputes, the family vision for the business, and the relationship between the family and the business should be addressed. The surest path to family discord is developing the succession plan on your own and then announcing it.<span class=\"footnote\" id=\"cadden_1.0-fn03_098\">[footnote]Susan Ward, \u201cSix Business Succession Planning Tips,\u201d <em class=\"emphasis\">About.com<\/em>, 2011, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/sbinfocanada.about.com\/cs\/buysellabiz\/a\/succession1_2.htm\" rel=\"noopener noreferrer\">sbinfocanada.about.com\/cs\/buysellabiz\/a\/succession1_2.htm<\/a>.[\/footnote]<\/span><\/li>\r\n \t<li><strong class=\"emphasis bold\">Identify successor(s).<\/strong> This section of the plan will address the issue of who takes over ownership and management of the business. Identification of the potential successor(s), training of the successor(s), building support for the successor(s), and teaching the successor(s) to build vision for the business are included here. Working with your successor(s) for a year or two before you hand over the business will increase the chances for success.<span class=\"footnote\" id=\"cadden_1.0-fn03_099\">[footnote]Susan Ward, \u201cSix Business Succession Planning Tips,\u201d <em class=\"emphasis\">About.com<\/em>, 2011, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/sbinfocanada.about.com\/cs\/buysellabiz\/a\/succession1_2.htm\" rel=\"noopener noreferrer\">sbinfocanada.about.com\/cs\/buysellabiz\/a\/succession1_2.htm<\/a>.[\/footnote]<\/span><\/li>\r\n \t<li><strong class=\"emphasis bold\">Estate planning.<\/strong> Estate planning is important if you are planning to retire or want to take precautionary measures regarding the future of the business in the event you are unable to continue operation of the family business due to illness, disability, or death. You should consult a lawyer, an accountant, a financial\/estate planner, and a life insurance representative so that your benefits will be maximized. You will need to consider taxation, retirement income, provisions for other family members, and active\/nonactive family members.<\/li>\r\n \t<li><strong class=\"emphasis bold\">Contingency planning.<\/strong> Contingency planning is about unforeseen circumstances. It is about strategizing for the most likely \u201cwhat if\u201d scenarios (e.g., your death or disability). By thinking in terms of the unforeseen, you will be taking a proactive rather than reactive approach.<\/li>\r\n \t<li><strong class=\"emphasis bold\">Company structure and transfer methods.<\/strong> This section of the succession plan involves the review and updating of the organizational and structural plan for the organization taking into account the strengths and weaknesses of the successor. The following needs to be identified: the roles and the responsibilities of the successor, the filling of key positions, structuring of the business to fit the successor, the potential roles for the retiring owner, any legal complications, and financial issues.<\/li>\r\n \t<li><strong class=\"emphasis bold\">Business valuation.<\/strong> This section is relevant only if the business is being sold. Passing the business to a family member would not involve a business valuation.<\/li>\r\n \t<li><strong class=\"emphasis bold\">Exit strategy.<\/strong> With any succession, ownership will be transferred, and you will remove yourself from the day-to-day operations of the business. Alternatives will be compared, and a framework for making your final choices will be developed. The transfer method and the timelines are decided. The exit plan should then be published and distributed to everyone who is involved in the succession process.<\/li>\r\n \t<li><strong class=\"emphasis bold\">Implementation and follow-up.<\/strong> The succession plan should be reviewed regularly and revised as situations change. It should be a dynamic and a flexible document.<\/li>\r\n<\/ol>\r\n<p id=\"cadden_1.0-ch03_s02_s10_p05\" class=\"para editable block\">As difficult as the planning process can be, the goal should be a succession plan that will be in the best interests of all\u2014or most\u2014of the parties involved. Business interests should be put ahead of family interests, and merit should be emphasized over family position.<span class=\"footnote\" id=\"cadden_1.0-fn03_100\">[footnote]\u201cFamily Succession Plan First Then the Succession Plan for the Family\u2019s Business,\u201d <em class=\"emphasis\">Family Business Experts<\/em>, 2011, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.family-business-experts.com\/family-succession-plan.html\" rel=\"noopener noreferrer\">www.family-business-experts.com\/family-succession-plan.html<\/a>.[\/footnote]<\/span><\/p>\r\n\r\n<div class=\"callout editable block\" id=\"cadden_1.0-ch03_s02_s10_n01\">\r\n<h3 class=\"title\">The Family Business and Technology<\/h3>\r\n<p id=\"cadden_1.0-ch03_s02_s10_p06\" class=\"para no-indent\">In 2008, when R. Michael Johnson\u2014Mikee to everyone who knows him\u2014took over the pressure-treated lumber company his grandfather founded in 1952, he had a great idea: laptops for all managers and sales staff.<\/p>\r\n<p id=\"cadden_1.0-ch03_s02_s10_p07\" class=\"para no-indent\">\u201c\u2018You would have thought the world was coming apart,\u201d says Johnson, CEO and president of Cox Industries in Orangeburg, South Carolina. One salesman\u2014convinced that the computer would be used to track his movements outside the office\u2014up and quit. A buyer who had been with the company for thirty-five years said he would like a fax machine but could not see why he needed a computer when he had managed just fine without one for so long.<\/p>\r\n<p id=\"cadden_1.0-ch03_s02_s10_p08\" class=\"para no-indent\">And that was just the beginning. In an industry where some businesses still write delivery tickets by hand and tote them up on calculators, Johnson recently led the company through an ERP (enterprise resource planning) software conversion and distributed iPhones to the sales team so they can use the company\u2019s new customer relationship management (CRM) system.<\/p>\r\n<p id=\"cadden_1.0-ch03_s02_s10_p09\" class=\"para no-indent\">\u201c\u2018Let\u2019s just say I have spent quite a few Sunday lunches after church explaining technology acronyms to Granddad and Grandmom,\u201d Johnson says.<\/p>\r\n<p id=\"cadden_1.0-ch03_s02_s10_p10\" class=\"para no-indent\">The resistance to new technology quieted, however, after Johnson was able to point to market share growth of 35 percent at the $200 million business in the past year. \u201cThe numbers are starting to resonate,\u201d he says. \u201cFive years ago, I couldn\u2019t even say what our market share was because we didn\u2019t have the technology to figure it.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_101\">[footnote]Karen E. Klein, \u201cWhen the Third Generation Runs the Family Biz,\u201d <em class=\"emphasis\">Bloomberg BusinessWeek<\/em>, April 9, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.BusinessWeek.com\/smallbiz\/content\/apr2010\/sb2010049_806426.htm\" rel=\"noopener noreferrer\">www.BusinessWeek.com\/smallbiz\/content\/apr2010\/sb2010049_806426.htm<\/a>.[\/footnote]<\/span><\/p>\r\n\r\n<div class=\"textbox key-takeaways\">\r\n<h3 itemprop=\"educationalUse\">Key Takeaways<\/h3>\r\n<ul id=\"cadden_1.0-ch03_s02_s10_l02\" class=\"itemizedlist\">\r\n \t<li>Important family issues include communication, employing family and non-family members, professional management, employment qualifications, salaries and compensation, and success. Each issue can create conflict.<\/li>\r\n \t<li>It is very important to understand the culture of the family business, especially by non-family CEOs.<\/li>\r\n \t<li>Succession planning is critical to the success of passing a business to family members.<\/li>\r\n<\/ul>\r\n<\/div>\r\n&nbsp;\r\n\r\n<\/div>\r\n<div class=\"key_takeaways editable block\" id=\"cadden_1.0-ch03_s02_s10_n02\">\r\n<div class=\"textbox exercises\">\r\n<h3 itemprop=\"educationalUse\">Exercises<\/h3>\r\n<ol id=\"cadden_1.0-ch03_s02_s10_l03\" class=\"orderedlist\">\r\n \t<li>Select a family business in your area. Make arrangements to speak with three members of the family who work in the business. Develop a list of ten questions that cover a broad range of issues, such as the approach to compensation (but do not ask for specific salary or wage numbers), the process for hiring family and non-family members, and the plans for passing the business to the next generation. Ask each member of the business the same questions. Pull the answers together and compare them. Where did you find similarities? Where did you find differences? Did everyone know the answer to each question? Where were people reluctant to answer? Prepare a three- to five-page report on your findings.<\/li>\r\n \t<li>The family business is looking to expand, and some members of the family, but not all, feel that it might be worth bringing in someone from the outside to fill one of the new management positions because the family talent has been pretty much exhausted. Design a process for hiring an external manager. What things should be considered? How might you get buy-in from all family members?<\/li>\r\n<\/ol>\r\n<\/div>\r\n<\/div>\r\n<\/div>\r\n<\/div>\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s03\" xml:lang=\"en\">\r\n<h1 class=\"title editable block\" style=\"text-align: left;\">Conflict<\/h1>\r\n<div class=\"learning_objectives editable block\" id=\"cadden_1.0-ch03_s03_n01\">\r\n<div class=\"textbox learning-objectives\">\r\n<h3 itemprop=\"educationalUse\">Learning Objectives<\/h3>\r\n<ol id=\"cadden_1.0-ch03_s03_l01\" class=\"orderedlist\">\r\n \t<li>Explain what conflict is.<\/li>\r\n \t<li>Explain why positive or constructive conflict can be helpful to a family business.<\/li>\r\n \t<li>Explain why negative or destructive conflict can damage a family business.<\/li>\r\n \t<li>Identify sources of negative conflict in a family business.<\/li>\r\n \t<li>Identify some ways in which negative conflict can be avoided.<\/li>\r\n<\/ol>\r\n<\/div>\r\n<\/div>\r\n<p id=\"cadden_1.0-ch03_s03_p01\" class=\"para editable block\">All businesses have conflict. It can be a good thing or it can be a bad thing. <span class=\"margin_term\"><a class=\"glossterm\"><em><strong>[pb_glossary id=\"661\"]Positive conflict[\/pb_glossary]<\/strong> <\/em>or <em><strong>[pb_glossary id=\"662\"]constructive conflict[\/pb_glossary]<\/strong><\/em><\/a><span class=\"glossdef\"> <\/span><\/span>can be beneficial to a family business when it increases opportunity recognition, produces high-quality decisions, encourages growth, strengthens groups and individuals, increases the learning necessary for entrepreneurial behavior, and increases the levels of commitment to the decisions being made.<span class=\"footnote\" id=\"cadden_1.0-fn03_102\">[footnote]George Ambler, \u201cConstructive Conflict Is Essential for Creating Commitment to Decisions,\u201d May 15, 2007, accessed October 8, 2011[\/footnote][footnote]Kimberly A. Eddleston, Robert F. Otondo, and Franz Willi Kellermanns, \u201cConflict, Participative Decision-Making, and Generational Ownership Dispersion: A Multilevel Analysis,\u201d <em class=\"emphasis\">Journal of Small Business Management<\/em> 46, no. 3 (2008): 456\u201384[\/footnote][footnote]Suzi Quixley, \u201cUnderstanding Constructive &amp; Destructive Conflict,\u201d May 2008, accessed June 1, 2012, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.suziqconsulting.com.au\/free_articles_files\/CON%20-%20Constructive%20&amp;%20Destructive%20-%20May08.pdf\" rel=\"noopener noreferrer\">http:\/\/www.suziqconsulting.com.au\/free_articles_files \/CON%20-%20Constructive%20&amp;%20Destructive%20-%20May08.pdf<\/a>[\/footnote]<\/span> An example of positive conflict is a disagreement between family members on the strategic direction of the family business, the result being a much-needed rethinking of the business plan and a new agreed-on vision for the company.<span class=\"footnote\" id=\"cadden_1.0-fn03_103\">[footnote]\u201cManaging Conflict in Family Businesses,\u201d <em class=\"emphasis\">Business Link<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.businesslink.gov.uk\/bdotg\/action\/detail?type=RESOURCES&amp;itemId=1073792653\" rel=\"noopener noreferrer\">www.businesslink.gov.uk\/bdotg\/action\/detail?type=RESOURCES&amp;itemId= 1073792653<\/a>.[\/footnote]<\/span><\/p>\r\n<p id=\"cadden_1.0-ch03_s03_p02\" class=\"para editable block no-indent\">By contrast, <span class=\"margin_term\"><a class=\"glossterm\">negative or destructive conflict<\/a><span class=\"glossdef\"> <\/span><\/span>can hurt a business by damaging the harmony and relationships of family members in the family business, discouraging learning, causing ongoing harm to groups and individuals in the business, frustrating adequate planning and rational decision making, and resulting in poor quality decisions.<span class=\"footnote\" id=\"cadden_1.0-fn03_104\">[footnote]Kimberly A. Eddleston, Robert F. Otondo, and Franz Willi Kellermanns, \u201cConflict, Participative Decision-Making, and Generational Ownership Dispersion: A Multilevel Analysis,\u201d <em class=\"emphasis\">Journal of Small Business Management<\/em> 46, no. 3 (2008): 456\u201384[\/footnote][footnote]Suzi Quixley, \u201cUnderstanding Constructive &amp; Destructive Conflict,\u201d May 2008, accessed June 1, 2012, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.suziqconsulting.com.au\/free_articles_files\/CON%20-%20Constructive%20&amp;%20Destructive%20-%20May08.pdf\" rel=\"noopener noreferrer\">http:\/\/www.suziqconsulting.com.au\/free_articles_files \/CON%20-%20Constructive%20&amp;%20Destructive%20-%20May08.pdf<\/a>[\/footnote]<\/span> \u201cThe absence of good conflict makes it that much harder to accurately evaluate business ideas and make important decisions\u2026But conflict does not mean browbeating.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_105\">[footnote]Professor Michael Roberto from Harvard Business School, quoted in George Ambler, \u201cConstructive Conflict Is Essential for Creating Commitment to Decisions,\u201d May 15, 2007, accessed October 8, 2011[\/footnote]<\/span> An example of a negative conflict would be arguments over the successor to the business. Ultimately, the failure to adequately control negative conflict may contribute to the high mortality rate of family-owned businesses.<span class=\"footnote\" id=\"cadden_1.0-fn03_106\">[footnote]Nigel Finch, \u201cIdentifying and Addressing the Causes of Conflict in Family Business,\u201d Working Paper Series: University of Sydney, May 2005, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262\" rel=\"noopener noreferrer\">papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262<\/a>.[\/footnote]<\/span><\/p>\r\n<p id=\"cadden_1.0-ch03_s03_p03\" class=\"para editable block no-indent\">Because of the clash between business and emotional concerns in a family business, the potential for negative conflict can be greater than for other businesses.<span class=\"footnote\" id=\"cadden_1.0-fn03_107\">[footnote]\u201cManaging Conflict in Family Businesses,\u201d <em class=\"emphasis\">Business Link<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.businesslink.gov.uk\/bdotg\/action\/detail?type=RESOURCES&amp;itemId=1073792653\" rel=\"noopener noreferrer\">www.businesslink.gov.uk\/bdotg\/action\/detail?type=RESOURCES&amp;itemId= 1073792653<\/a>[\/footnote].<\/span> The tension that exists among the personal lives and career pursuits of family members creates an <span class=\"margin_term\"><a class=\"glossterm\">interrole conflict.\u00a0<\/a><span class=\"glossdef\">A situation when a family member has simultaneous roles with conflicting expectations\u00a0<\/span><\/span>(occurring when a family member has simultaneous roles with conflicting expectations) in which the role pressures from work and home are incompatible.<span class=\"footnote\" id=\"cadden_1.0-fn03_108\">[footnote]Nigel Finch, \u201cIdentifying and Addressing the Causes of Conflict in Family Business,\u201d Working Paper Series: University of Sydney, May 2005, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262\" rel=\"noopener noreferrer\">papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262<\/a>[\/footnote]<\/span> This conflict is difficult\u2014if not impossible in some instances\u2014to resolve. \u201cDue to the interconnection and frequent contact among family members working in the business with those who are not but may still have an ownership stake, recurring conflict is highly probable in family firms.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_109\">[footnote]Kimberly A. Eddleston, Robert F. Otondo, and Franz Willi Kellermanns, \u201cConflict, Participative Decision-Making, and Generational Ownership Dispersion: A Multilevel Analysis,\u201d <em class=\"emphasis\">Journal of Small Business Management<\/em> 46, no. 3 (2008): 456\u201384.[\/footnote]<\/span><\/p>\r\n\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s03_s01\">\r\n<h2 class=\"title editable block\">Sources of Conflict<\/h2>\r\n<p id=\"cadden_1.0-ch03_s03_s01_p01\" class=\"para editable block no-indent\">The specific causes of conflict in a family business are many. Because the typical understanding of conflict in family businesses is that conflict refers to negative conflict that is unhealthy and disruptive, negative conflict is the focus of this section.<\/p>\r\n<p id=\"cadden_1.0-ch03_s03_s01_p02\" class=\"para editable block no-indent\">The PricewaterhouseCoopers Family Business Survey<span class=\"footnote\" id=\"cadden_1.0-fn03_110\">[footnote]\u201cMaking a Difference: The PricewaterhouseCoopers Family Business Survey 2007\/08,\u201d <em class=\"emphasis\">PriceWaterhouseCoopers<\/em>, November 2007, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.pwc.com\/en_TH\/th\/publications\/assets\/pwc_fbs_survey.pdf\" rel=\"noopener noreferrer\">www.pwc.com\/en_TH\/th\/publications\/assets\/pwc_fbs_survey.pdf<\/a>[\/footnote]<\/span>\u00a0identified a core group of issues that are likely to cause tension.<\/p>\r\n\r\n<h3>Table 3.2 Factors Causing Tension in Family Businesses<\/h3>\r\n<div class=\"informaltable block\">\r\n<table style=\"border-spacing: 0px;\" cellpadding=\"0\">\r\n<thead>\r\n<tr>\r\n<th style=\"width: 708px;\">Issue Causing Tension<\/th>\r\n<th style=\"width: 166px;\">Causes Some Tension (%)<\/th>\r\n<th style=\"width: 173px;\">Causes a Lot of Tension (%)<\/th>\r\n<\/tr>\r\n<\/thead>\r\n<tbody>\r\n<tr>\r\n<td style=\"width: 708px;\">Discussion about the future strategy of the business<\/td>\r\n<td style=\"text-align: center; width: 166px;\">25<\/td>\r\n<td style=\"text-align: center; width: 173px;\">9<\/td>\r\n<\/tr>\r\n<tr>\r\n<td style=\"width: 708px;\">Performance of family members actively involved in the business<\/td>\r\n<td style=\"text-align: center; width: 166px;\">19<\/td>\r\n<td style=\"text-align: center; width: 173px;\">8<\/td>\r\n<\/tr>\r\n<tr>\r\n<td style=\"width: 708px;\">Decisions about who can and cannot work in the business<\/td>\r\n<td style=\"text-align: center; width: 166px;\">19<\/td>\r\n<td style=\"text-align: center; width: 173px;\">7<\/td>\r\n<\/tr>\r\n<tr>\r\n<td style=\"width: 708px;\">Failure of family members actively involved in the business to consult the wider family on key issues<\/td>\r\n<td style=\"text-align: center; width: 166px;\">16<\/td>\r\n<td style=\"text-align: center; width: 173px;\">7<\/td>\r\n<\/tr>\r\n<tr>\r\n<td style=\"width: 708px;\">Decisions about the reinvestment of profits in the business versus the payment of dividends<\/td>\r\n<td style=\"text-align: center; width: 166px;\">15<\/td>\r\n<td style=\"text-align: center; width: 173px;\">7<\/td>\r\n<\/tr>\r\n<tr>\r\n<td style=\"width: 708px;\">The setting of remuneration levels for family members actively involved in the business<\/td>\r\n<td style=\"text-align: center; width: 166px;\">14<\/td>\r\n<td style=\"text-align: center; width: 173px;\">7<\/td>\r\n<\/tr>\r\n<tr>\r\n<td style=\"width: 708px;\">The role in-laws should or should not play in the business<\/td>\r\n<td style=\"text-align: center; width: 166px;\">14<\/td>\r\n<td style=\"text-align: center; width: 173px;\">7<\/td>\r\n<\/tr>\r\n<tr>\r\n<td style=\"width: 708px;\">Decisions about who can and cannot hold shares in the business<\/td>\r\n<td style=\"text-align: center; width: 166px;\">13<\/td>\r\n<td style=\"text-align: center; width: 173px;\">6<\/td>\r\n<\/tr>\r\n<tr>\r\n<td style=\"width: 708px;\">Discussions about the basis on which shares in the business should be valued<\/td>\r\n<td style=\"text-align: center; width: 166px;\">12<\/td>\r\n<td style=\"text-align: center; width: 173px;\">5<\/td>\r\n<\/tr>\r\n<tr>\r\n<td style=\"width: 708px;\">Rejection of chosen successor by other family members<\/td>\r\n<td style=\"text-align: center; width: 166px;\">10<\/td>\r\n<td style=\"text-align: center; width: 173px;\">5<\/td>\r\n<\/tr>\r\n<\/tbody>\r\n<\/table>\r\n<\/div>\r\n<p id=\"cadden_1.0-ch03_s03_s01_p03\" class=\"para editable block\">Add to this the fact that \u201c[F]amily firms are prone to psychodynamic effects like sibling rivalry, children\u2019s desire to differentiate themselves from their parents, marital discord, identity conflict, and succession and inheritance problems that non-family businesses do not suffer from,\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_111\">[footnote]Kimberly A. Eddleston, Robert F. Otondo, and Franz Willi Kellermanns, \u201cConflict, Participative Decision-Making, and Generational Ownership Dispersion: A Multilevel Analysis,\u201d <em class=\"emphasis\">Journal of Small Business Management<\/em> 46, no. 3 (2008): 456\u201384.[\/footnote]<\/span> and it\u2019s easy to see how the family business is a fertile field for negative conflict.<span class=\"footnote\" id=\"cadden_1.0-fn03_112\">[footnote]Michael Harvey and Rodney E. Evans, \u201cFamily Business and Multiple Levels of Conflict,\u201d <em class=\"emphasis\">Family Business Review<\/em> 7, no. 4 (1994): 331\u201348, as cited in Kimberly A. Eddleston, Robert F. Otondo, and Franz Willi Kellermanns, \u201cConflict, Participative Decision-Making, and Generational Ownership Dispersion: A Multilevel Analysis,\u201d <em class=\"emphasis\">Journal of Small Business Management<\/em> 46, no. 3 (2008): 456\u201384.[\/footnote]<\/span><\/p>\r\n<p id=\"cadden_1.0-ch03_s03_s01_p04\" class=\"para editable block no-indent\">Several other sources of conflict can occur in a family-owned business. A sampling of those sources is discussed here. All have the potential to adversely impact family relationships, business operations, and business results.<\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s03_s01_l01\" class=\"itemizedlist editable block\">\r\n \t<li><strong class=\"emphasis bold\">Rivalry.<\/strong> Harry Levinson from the Harvard Business School maintains that, \u201cthe fundamental psychological conflict in family businesses is rivalry, compounded by feelings of guilt, when more than one family member is involved.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_113\">[footnote]Harry Levinson, \u201cConflicts That Plague Family Businesses,\u201d <em class=\"emphasis\">Harvard Business Review<\/em> 71 (1971): 90\u201398[\/footnote].<\/span> This rivalry can occur between father and son, siblings, husband and wife, father and daughter, and in-laws with members of the family that own the business.<\/li>\r\n \t<li><strong class=\"emphasis bold\">Differing vision.<\/strong> Family members will often disagree with the founder and with each other about the vision and strategy for the business. These differences \u201ccan create fear, anger, and destructive attempts to control decisions that are divisive and counter-productive to making and implementing sound decisions.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_114\">[footnote]\u201cCommon Sources of Dysfunctional Conflict in Family Businesses,\u201d <em class=\"emphasis\">RJW Consulting<\/em>, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.rjweissconsulting.com\/businessDevelopmentNewsDetail.asp?ID=2\" rel=\"noopener noreferrer\">www.rjweissconsulting.com\/businessDevelopmentNewsDetail.asp?ID=2<\/a>[\/footnote].<\/span> Rivalries that spill into the workplace can get nasty, leading to destructive behaviors.<\/li>\r\n \t<li><strong class=\"emphasis bold\">Jealousy.<\/strong> There is always the potential for jealousy in the family business. It can arise from feelings of unfairness in such things as compensation, job responsibilities, promotions, \u201chaving the ear\u201d of the business founder, and stock distributions. It can also arise with respect to the planned successor when there is a difference of opinion about who it should be. If it is not resolved, jealousy has the potential to divide the family and destroy the business.<span class=\"footnote\" id=\"cadden_1.0-fn03_115\">[footnote]Nigel Finch, \u201cIdentifying and Addressing the Causes of Conflict in Family Business,\u201d Working Paper Series: University of Sydney, May 2005, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262\" rel=\"noopener noreferrer\">papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262<\/a>.[\/footnote]<\/span><\/li>\r\n \t<li><strong class=\"emphasis bold\">[pb_glossary id=\"659\"]Succession[\/pb_glossary].<\/strong> Succession is always a big obstacle for a family business. In some cases, the founder may feel that his or her children are not capable of running the business. This will cause obvious tension between the parent and the child\/children, such that the child or children may leave the business in frustration<span class=\"footnote\" id=\"cadden_1.0-fn03_116\">[footnote]Nigel Finch, \u201cIdentifying and Addressing the Causes of Conflict in Family Business,\u201d Working Paper Series: University of Sydney, May 2005, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262\" rel=\"noopener noreferrer\">papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262<\/a>[\/footnote]<a class=\"link\" target=\"_blank\" href=\"http:\/\/papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262\" rel=\"noopener noreferrer\"><\/a>.<\/span> This, in turn, becomes problematic for succession. \u201cWho gets what type of equity, benefit, title, or role can be major sources of explicit conflict or implicit but destructive behaviors.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_117\">[footnote]\u201cCommon Sources of Dysfunctional Conflict in Family Businesses,\u201d <em class=\"emphasis\">RJW Consulting<\/em>, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.rjweissconsulting.com\/businessDevelopmentNewsDetail.asp?ID=2\" rel=\"noopener noreferrer\">www.rjweissconsulting.com\/businessDevelopmentNewsDetail.asp?ID=2<\/a>[\/footnote]<a class=\"link\" target=\"_blank\" href=\"http:\/\/www.rjweissconsulting.com\/businessDevelopmentNewsDetail.asp?ID=2\" rel=\"noopener noreferrer\"><\/a>.<\/span> It is also true that while the founder of the business wants to continue family ownership and leadership of the business, this may not be true of his or her immediate family or later-generation family members<span class=\"footnote\" id=\"cadden_1.0-fn03_118\">[footnote]Peter S. Davis and Paula D. Harveston, \u201cThe Phenomenon of Substantive Conflict in the Family Firm: A Cross-Generational Study,\u201d <em class=\"emphasis\">Journal of Small Business Management<\/em> 39, no. 1 (2001): 14\u201330[\/footnote].<\/span> This can create substantive conflict during succession planning.<\/li>\r\n \t<li><strong class=\"emphasis bold\">Playing by different rules.<\/strong> This cause of negative conflict \u201coften presents itself as a form of elitism or entitlement that exists simply by virtue of being in a family that owns a business. Examples show up in allowing one or more family members to exhibit deficient standards of conduct or performance that violate sound business practices or important requirements that all other employees are expected to follow. Such behaviors can be divisive and demoralizing to all employees and customers as well as harmful to the reputation of the business.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_119\">[footnote]\u201cCommon Sources of Dysfunctional Conflict in Family Businesses,\u201d <em class=\"emphasis\">RJW Consulting<\/em>, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.rjweissconsulting.com\/businessDevelopmentNewsDetail.asp?ID=2\" rel=\"noopener noreferrer\">www.rjweissconsulting.com\/businessDevelopmentNewsDetail.asp?ID=2<\/a>.[\/footnote]<\/span><\/li>\r\n \t<li><strong class=\"emphasis bold\">[pb_glossary id=\"666\"]Decision making[\/pb_glossary].<\/strong> If roles and responsibilities are not clearly defined, conflict will arise over who can make decisions and how decisions should be made. This will lead to confusion, uncertainty, and haphazard decisions that will put the company at risk.<\/li>\r\n \t<li><strong class=\"emphasis bold\">Compensation and benefits.<\/strong> \u201cThis is one of the most frequent sources of conflict, especially among members of the younger generation.\u201d A person\u2019s compensation is inextricably linked to his or her feelings of importance and self-worth. Compound that with the emotions associated with being a member of the family that owns the business, and you have the potential for explosive negative conflict. Clearly, this is not in the best interests of the business.<span class=\"footnote\" id=\"cadden_1.0-fn03_120\">[footnote]Wayne Rivers, \u201cTop 15 Sources of Conflict in Family Businesses,\u201d <em class=\"emphasis\">Family Business Institute<\/em>, 2009, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.familybusinessinstitute.com\/index.php\/volume-6-articles\/top-15-sources-of-conflict-in-family-businesses.html\" rel=\"noopener noreferrer\">www.familybusinessinstitute.com\/index.php\/volume-6-articles\/top-15-sources-of-conflict-in-family-businesses.html<\/a>.[\/footnote]<\/span><\/li>\r\n<\/ul>\r\n<\/div>\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s03_s02\">\r\n<h2 class=\"title editable block\">Avoiding Conflict<\/h2>\r\n<p id=\"cadden_1.0-ch03_s03_s02_p01\" class=\"para editable block\">Some measure of family squabbling is expected in a family business. Some of the arguments will be logical and necessary. However, \u201cit\u2019s important that they remain professional and not personal, because squabbling among family members in a work environment can make the employees and customers feel extremely uncomfortable, and can give them grounds for legal claims against the business.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_121\">[footnote]\u201cHow Family Squabbling Affects Other Employees\u2014and Customers,\u201d <em class=\"emphasis\">National Federation of Independent Business<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.nfib.com\/business-resources\/business-resources-item?cmsid=52150\" rel=\"noopener noreferrer\">www.nfib.com\/business-resources\/business-resources-item?cmsid=52150<\/a>[\/footnote]<a class=\"link\" target=\"_blank\" href=\"http:\/\/www.nfib.com\/business-resources\/business-resources-item?cmsid=52150\" rel=\"noopener noreferrer\"><\/a>.<\/span> The negative effects of family squabbling are as follows:<span class=\"footnote\" id=\"cadden_1.0-fn03_122\">[footnote]\u201cHow Family Squabbling Affects Other Employees\u2014and Customers,\u201d <em class=\"emphasis\">National Federation of Independent Business<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.nfib.com\/business-resources\/business-resources-item?cmsid=52150\" rel=\"noopener noreferrer\">www.nfib.com\/business-resources\/business-resources-item?cmsid=52150<\/a>.[\/footnote]<\/span><\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s03_s02_l01\" class=\"itemizedlist editable block\">\r\n \t<li><strong class=\"emphasis bold\">Unprofessional image.<\/strong> Family squabbling conjures up images of children\u2014immaturity and pettiness. This sends a signal to customers and other employees that they are not in a professional environment that focuses on the right things.<\/li>\r\n \t<li><strong class=\"emphasis bold\">Uncomfortable environment.<\/strong> It is embarrassing to witness squabbling. No one likes to be in an awkward atmosphere; squabbling can cost you customers and employees, and it may result in expensive and unpleasant lawsuits. This can affect your bottom line very quickly.<\/li>\r\n \t<li><strong class=\"emphasis bold\">Discrimination.<\/strong> Nepotism is one of the biggest dangers of working in a family business. Arguing with relatives will only reinforce to other employees that they are in a family business. This can quickly lead to feelings of disparate treatment which, in turn, can lead to discrimination charges.<\/li>\r\n \t<li><strong class=\"emphasis bold\">Legal troubles.<\/strong> In the worst cases of family squabbling, disagreements over business can lead to lawsuits. If one family member\u2019s role is minimized and his or her authority is restricted, this is violating the person\u2019s rights as a shareholder. This can lead to an oppressed minority shareholder suit against the family business. This would be expensive, it would be ugly, and it could lead to the demise of the company.<\/li>\r\n<\/ul>\r\n<p id=\"cadden_1.0-ch03_s03_s02_p02\" class=\"para editable block\">Avoiding conflict is no easy feat. However, there are several things that a family business should consider. First, there are consultants who engage in conflict resolution for a living. The possibilities should be checked out. If the budget can handle the costs of a consultant, it could be the best choice. A consultant, having no reason to take one side or the other, will bring the necessary objectivity to resolution of the conflict.<\/p>\r\n<p id=\"cadden_1.0-ch03_s03_s02_p03\" class=\"para editable block no-indent\">Second, emotional reactions should be differentiated from problem-solving reactions. Family members need to take a professional perspective rather than that of an irritated sibling, parent, son, or daughter.<span class=\"footnote\" id=\"cadden_1.0-fn03_123\">[footnote]\u201cHow Family Squabbling Affects Other Employees\u2014and Customers,\u201d <em class=\"emphasis\">National Federation of Independent Business<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.nfib.com\/business-resources\/business-resources-item?cmsid=52150\" rel=\"noopener noreferrer\">www.nfib.com\/business-resources\/business-resources-item?cmsid=52150<\/a>[\/footnote]<a class=\"link\" target=\"_blank\" href=\"http:\/\/www.nfib.com\/business-resources\/business-resources-item?cmsid=52150\" rel=\"noopener noreferrer\"><\/a>.<\/span> It will probably be difficult to do this, but it is important that it be done.<\/p>\r\n<p id=\"cadden_1.0-ch03_s03_s02_p04\" class=\"para editable block no-indent\">Third, focus on the professional role instead of the family role. \u201cMake sure it\u2019s clear what the expectations and attitudes of all your employees are\u2026Because you\u2019re a small business, you might not have as strict a policy as a large corporation, but it would still be helpful to put it in writing, such as in an employee handbook, which carries legal responsibilities to both family and outside employees.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_124\">[footnote]\u201cHow Family Squabbling Affects Other Employees\u2014and Customers,\u201d <em class=\"emphasis\">National Federation of Independent Business<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.nfib.com\/business-resources\/business-resources-item?cmsid=52150\" rel=\"noopener noreferrer\">www.nfib.com\/business-resources\/business-resources-item?cmsid=52150<\/a>.[\/footnote]<\/span><\/p>\r\n<p id=\"cadden_1.0-ch03_s03_s02_p05\" class=\"para editable block no-indent\">Fourth, encourage honesty from the beginning. When first starting to work together, it is important that family members sit down together to talk about potential conflicts that might arise. Acknowledging that it will be more difficult to work together because of being family is a good beginning. Treating family members and the professional environment with respect and expecting honesty when someone steps over the line should make for a smoother process.<span class=\"footnote\" id=\"cadden_1.0-fn03_125\">[footnote]\u201cHow Family Squabbling Affects Other Employees\u2014and Customers,\u201d <em class=\"emphasis\">National Federation of Independent Business<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.nfib.com\/business-resources\/business-resources-item?cmsid=52150\" rel=\"noopener noreferrer\">www.nfib.com\/business-resources\/business-resources-item?cmsid=52150<\/a>.[\/footnote]<\/span><\/p>\r\n<p id=\"cadden_1.0-ch03_s03_s02_p06\" class=\"para editable block no-indent\">Last, the founder should try to keep the conflict constructive. This means stimulating task-oriented disagreement and debate while trying to minimize interpersonal conflicts<span class=\"footnote\" id=\"cadden_1.0-fn03_126\">[footnote]George Ambler, \u201cConstructive Conflict Is Essential for Creating Commitment to Decisions,\u201d May 15, 2007, accessed October 8, 2011[\/footnote].<\/span> This will require a fair decision-making process. For people to believe that a process is fair, it means that they must:<span class=\"footnote\" id=\"cadden_1.0-fn03_127\">[footnote]George Ambler, \u201cConstructive Conflict Is Essential for Creating Commitment to Decisions,\u201d May 15, 2007, accessed October 8, 2011.[\/footnote]<\/span><\/p>\r\n\r\n<ul id=\"cadden_1.0-ch03_s03_s02_l02\" class=\"itemizedlist editable block\">\r\n \t<li>\u201cHave ample opportunity to express their views and to discuss how and why they disagree with other [family] members\u201d;<\/li>\r\n \t<li>\u201cFeel that the decision-making process has been transparent, i.e., deliberations have been relatively free of secretive, behind-the-scenes maneuvering\u201d;<\/li>\r\n \t<li>\u201cBelieve that the leader listened carefully to them and considered their views thoughtfully and seriously before making a decision\u201d;<\/li>\r\n \t<li>\u201cPerceive that they had a genuine opportunity to influence the leader\u2019s final decision\u201d; and<\/li>\r\n \t<li>\u201cHave a clear understanding of the rationale for the final decision.\u201d<\/li>\r\n<\/ul>\r\n<div class=\"key_takeaways editable block\" id=\"cadden_1.0-ch03_s03_s02_n01\">\r\n<div class=\"textbox key-takeaways\">\r\n<h3 itemprop=\"educationalUse\">Key Takeaways<\/h3>\r\n<ul id=\"cadden_1.0-ch03_s03_s02_l03\" class=\"itemizedlist\">\r\n \t<li>Conflict can be either positive or negative. Negative conflict can potentially harm the business.<\/li>\r\n \t<li>There are many sources of negative conflict in a family business. The fundamental psychological conflict in family businesses is rivalry.<\/li>\r\n \t<li>It is important to avoid negative conflict. In particular, family squabbling that is witnessed by others can cause damage to the firm. Employees and customers will feel uncomfortable, and there may ultimately be grounds for a lawsuit.<\/li>\r\n<\/ul>\r\n<\/div>\r\n<\/div>\r\n<div class=\"exercises editable block\" id=\"cadden_1.0-ch03_s03_s02_n02\">\r\n<div class=\"textbox exercises\">\r\n<h3 itemprop=\"educationalUse\">Exercises<\/h3>\r\n<ol>\r\n \t<li>The founder of Carson's Dairy Farm in Springfield, PEI has decided to retire. He wants one of three children to take over leadership of the business\u2014and he knows exactly who it should be. Other members of the family have their ideas as well. One segment of the family wants the oldest son, Michael, to take over, but the founder thinks Michael is a melon head. The second son, Christopher, is a well-meaning and hard-working part of the business, but he just does not have what it takes to be a leader. Nonetheless, he is favored by another group of family members. Samantha, the youngest child, is as sharp as a tack, with solid experience and accomplishments under her belt. On an objective basis, Samantha would be the best choice for the business. She is the founder\u2019s choice to take over the company and has other family supporters as well, although not as many as for Michael or Christopher. This is a situation tailor-made for conflict. How does the founder finesse the selection of Samantha and minimize the conflict that is bound to occur? Can he win?<\/li>\r\n<\/ol>\r\n<\/div>\r\n<\/div>\r\n<\/div>\r\n<\/div>\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s04\" xml:lang=\"en\">\r\n<div class=\"section\" id=\"cadden_1.0-ch03_s04_s03\"><\/div>\r\n<\/div>\r\n<\/div>\r\n<div class=\"navbar-part left\">\r\n<div class=\"textbox examples\">\r\n<h3 itemprop=\"educationalUse\">Westbrook Lobster<\/h3>\r\n<img src=\"http:\/\/pressbooks.library.upei.ca\/smallbusinessmanagement\/wp-content\/uploads\/sites\/23\/2018\/12\/67f4356930e34e964cfdcea18a3e897d.jpg\" alt=\"image\" class=\"\" style=\"color: #373d3f; font-size: 18.6667px; background-color: #ffffff;\" width=\"1219\" height=\"230\" \/>\r\n<div class=\"informalfigure large\" id=\"cadden_1.0-ch03_fx01\">\r\n<div class=\"copyright\">\r\n<p class=\"para\">Source: Used with permission, Michael Larivere, manager, Westbrook Lobster, Wallingford, CT.<\/p>\r\n\r\n<\/div>\r\n<\/div>\r\n<p id=\"cadden_1.0-ch03_p01\" class=\"para\">In 1957, Westbrook Lobster opened in Westbrook, Connecticut, as a specialized lobster and fish market. As time went on, the company expanded to offer a comprehensive range of fish, shrimp, and prepared foods. In 1989, Larry Larivere, who grew up near the docks of New Bedford, Massachusetts, bought the business and had a dream of expanding the business with a seafood restaurant.<\/p>\r\n<p id=\"cadden_1.0-ch03_p02\" class=\"para\">Fast forward to 2004. Larry and his two sons, Michael (an environmental science major) and Matthew (a business major), opened up their second restaurant in Wallingford, Connecticut. It overlooks the Quinnipiac River in the historic Yale Brother\u2019s Mill built in the late 1670s. Originally a grain mill, later converted to a German and Britannia silver spoon factory, and finally converted into a restaurant, the building was rich with history.<\/p>\r\n<p id=\"cadden_1.0-ch03_p03\" class=\"para\">Michael speaks easily about the value that Westbrook Lobster offers its customers: high quality food, great service\u2026and visiting the tables while people are dining. He sees these visits as an important part of the relationships that he has built with his customers over the years. Westbrook customers eagerly await the monthly postcards that are sent out that feature dining specials, discounts, and coupons. He tries to get the postcards out early and actually receives phone calls if they are not received early. Many people have come to depend on them. Michael says that these postcards definitely give the restaurant its greatest return. The restaurant has a presence on Facebook, but that is geared to the bar crowd\u2014a younger crowd.<\/p>\r\n<p id=\"cadden_1.0-ch03_p04\" class=\"para\">Technology plays an important but mixed part in the restaurant\u2019s operations. Michael says that it is tough to run a restaurant these days without technology tools like POS (point of service) systems. These systems include touch screens for placing orders and paying for food items. Interestingly, however, most food vendors still do their business face to face (or telephone to telephone), choosing to stick with personal relationships. Only a few suppliers, such as liquor vendors, accept orders online.<\/p>\r\n<p id=\"cadden_1.0-ch03_p05\" class=\"para\">The current Westbrook Lobster website was created by Michael and Matthew using services from intuit.com. They built the site themselves and are proud to note that restaurant gift cards can now be purchased directly from the site. This is a perfect example of Web 2.0 capabilities.<\/p>\r\n<p id=\"cadden_1.0-ch03_p06\" class=\"para\">As far as running the business, currently fifty employees strong, Larry Larivere (Dad) is brought in on the big decisions. Otherwise, Michael and Mathew run the restaurants on their own. There are currently no other family members in the business.<\/p>\r\n<p id=\"cadden_1.0-ch03_p07\" class=\"para\">Westbrook Lobster continues to provide the freshest seafood available at competitive prices. The daily selection includes everything from locally harvested shellfish to fresh fish from waters up and down the East Coast. They also offer several \u201chealthy\u201d options that are made without butter or bread crumbs. These menu items are very popular and are especially attractive for people with food allergies or people who just want to eat a bit lighter. All their efforts continue to pay off. Westbrook Lobster was voted \u201cBest Seafood Restaurant Statewide\u201d in <em class=\"emphasis\">Connecticut Magazine<\/em> 2009 and \u201cBest Seafood in New Haven County\u201d in <em class=\"emphasis\">Connecticut Magazine<\/em> 2009 and 2010.<\/p>\r\n<p id=\"cadden_1.0-ch03_p08\" class=\"para\">Larry, Michael, and Matthew invite you to Westbrook Lobster when you are in the area. Once you are there, you are family.<\/p>\r\n\r\n<div class=\"copyright\">\r\n<p class=\"para\" style=\"text-align: center;\">Source: [footnote]\u201cThe Lobster Tale,\u201d\u00a0<a class=\"link\" target=\"_blank\" href=\"http:\/\/www.westbrooklobster.com\/Wallingford\/pages\/wally_home.html\" rel=\"noopener noreferrer\">http:\/\/www.westbrooklobster.com\/Wallingford\/pages\/wally_home.html<\/a> (accessed on October 8, 2011)[\/footnote]\u00a0and [footnote]interview with Michael Larivere, October 11, 2010.[\/footnote]<\/p>\r\n\r\n<\/div>\r\n<\/div>\r\n<\/div>","rendered":"<div id=\"navbar-top\" class=\"navbar\">\n<h1 class=\"navbar-part left\"><span style=\"font-family: Roboto, Helvetica, Arial, sans-serif; font-size: 1.3rem; font-weight: bold;\">Family Business: An Overview<\/span><\/h1>\n<\/div>\n<div id=\"book-content\">\n<div class=\"textbox learning-objectives\">\n<h3 itemprop=\"educationalUse\">Learning Objectives<\/h3>\n<ol id=\"cadden_1.0-ch03_s01_l01\" class=\"orderedlist\">\n<li>Explain what a family business is.<\/li>\n<li>Understand the role that family businesses play in the US economy.<\/li>\n<li>Explain the advantages and disadvantages of family businesses.<\/li>\n<\/ol>\n<\/div>\n<p id=\"cadden_1.0-ch03_s01_p04\" class=\"para\">\u201cFamily businesses are different.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_001\"><a class=\"footnote\" title=\"BDO 2009 Report: \u201cFocusing on Business Families,\u201d BDO, November 2009, accessed October 8, 2011, static.staging.bdo.defacto-cms.com\/assets\/documents\/2010\/04\/Focusing_on _business_families.pdf.\" id=\"return-footnote-86-1\" href=\"#footnote-86-1\" aria-label=\"Footnote 1\"><sup class=\"footnote\">[1]<\/sup><\/a><\/span><\/p>\n<p id=\"cadden_1.0-ch03_s01_p01\" class=\"para editable block no-indent\">There is no agreed-on definition of a family business. The percentage of ownership, the strategic control, the involvement of multiple generations, and the intention for the business to remain in the family are among the many criteria that experts use to distinguish family businesses from other types of businesses<span class=\"footnote\" id=\"cadden_1.0-fn03_002\">. <a class=\"footnote\" title=\"Joseph H. Astrachan and Melissa Carey Shanker, \u201cFamily business\u2019s Contribution to the U.S. Economy: A Closer Look,\u201d Family Business Review 16, no. 3 (2003): 211\u201319.\" id=\"return-footnote-86-2\" href=\"#footnote-86-2\" aria-label=\"Footnote 2\"><sup class=\"footnote\">[2]<\/sup><\/a> <\/span>For the purposes of this chapter, however, a <span class=\"margin_term\"><a class=\"glossterm\"><em><strong><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_86_643\">family business<\/a><\/strong><\/em> <\/a><\/span>is defined as a business that is actively owned and\/or managed by more than one member of the same family.<a class=\"footnote\" title=\"\u201cFamily Businesses,\u201d Entrepreneur, 2010, accessed October 8, 2011, www.entrepreneur.com\/encyclopedia\/term\/82060.html.\" id=\"return-footnote-86-3\" href=\"#footnote-86-3\" aria-label=\"Footnote 3\"><sup class=\"footnote\">[3]<\/sup><\/a> A family business can also be defined as the result of someone\u2019s dream:<\/p>\n<blockquote><p><em>The story of every successful family business starts with someone who has the passion, confidence and courage to put his [or her] money where his [or her] mouth is\u2026[These entrepreneurs] work incredibly hard, make things happen, are positive without being unrealistic and possess the resourcefulness to overcome all sorts of hurdles. They are also socially adept, capable of communicating effectively and good at inspiring others\u2026<a class=\"footnote\" title=\"\u201cMaking a Difference: The PriceWaterhouseCoopers Family Business Survey 2007\/08,\u201d PriceWaterhouseCoopers, November 2007, accessed October 8, 2011, www.pwc.com\/en_TH\/th\/publications\/assets\/pwc_fbs_survey.pdf\" id=\"return-footnote-86-4\" href=\"#footnote-86-4\" aria-label=\"Footnote 4\"><sup class=\"footnote\">[4]<\/sup><\/a><\/em><\/p><\/blockquote>\n<p class=\"para editable block\">Family business owners know that their roles are different from that of shareholders in companies owned by many public investors. In addition, \u201c[E]mployees in family businesses know the difference that family control makes in their work lives, the company culture, and their career. Marketers appreciate the advantage that the image of a family business presents to customers, and families know that being in business together is a powerful part of their lives.\u201d<a class=\"footnote\" title=\"Kelin E. Gersick et al., Generation to Generation: Life Cycles of the Family Business (Cambridge, MA: Owner Managed Business Institute, Harvard Business School Press, 1997), 1.\" id=\"return-footnote-86-5\" href=\"#footnote-86-5\" aria-label=\"Footnote 5\"><sup class=\"footnote\">[5]<\/sup><\/a><\/p>\n<div class=\"section\" id=\"cadden_1.0-ch03_s01_s01\">\n<h2 class=\"title editable block\">Market and Employment Presence<\/h2>\n<p id=\"cadden_1.0-ch03_s01_s01_p01\" class=\"para editable block\">Because of the private nature of most family businesses, it is difficult to obtain accurate information about them.<span class=\"footnote\" id=\"cadden_1.0-fn03_006\"><a class=\"footnote\" title=\"Joseph H. Astrachan and Shanker, \u201cFamily business\u2019s Contribution to the U.S. Economy: A Closer Look,\u201d Family Business Review 16, no. 3 (2003): 211\u201319.\" id=\"return-footnote-86-6\" href=\"#footnote-86-6\" aria-label=\"Footnote 6\"><sup class=\"footnote\">[6]<\/sup><\/a><\/span> Complicating the situation is that most data sources do not distinguish between small family businesses, such as the local pizza parlor or deli, and large family businesses, such as Walmart, Mars, and Ford. \u201cThe reality is that family-based operations are represented across the full spectrum of American companies, from small businesses to large corporations.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_007\"><a class=\"footnote\" title=\"\u201cFamily Business Statistics,\u201d Gaebler.com: Resources for Entrepreneurs, October 10, 2010, accessed October 8, 2011, www.gaebler.com\/Family-Business-Statistics.htm\" id=\"return-footnote-86-7\" href=\"#footnote-86-7\" aria-label=\"Footnote 7\"><sup class=\"footnote\">[7]<\/sup><\/a>.<\/span> Within this context, the following has been observed<span class=\"footnote\" id=\"cadden_1.0-fn03_008\"><a class=\"footnote\" title=\"\u201cFamily Business Statistics,\u201d Gaebler.com: Resources for Entrepreneurs, October 10, 2010, accessed October 8, 2011, www.gaebler.com\/Family-Business-Statistics.htm;\" id=\"return-footnote-86-8\" href=\"#footnote-86-8\" aria-label=\"Footnote 8\"><sup class=\"footnote\">[8]<\/sup><\/a><a class=\"footnote\" title=\"Stacy Perman, \u201cTaking the Pulse of Family Business,\u201d February 13, 2006, accessed October 8, 2011, www.BusinessWeek.com\/smallbiz\/content\/feb2006\/sb20060210_476491.htm.\" id=\"return-footnote-86-9\" href=\"#footnote-86-9\" aria-label=\"Footnote 9\"><sup class=\"footnote\">[9]<\/sup><\/a><\/span>:<\/p>\n<ul id=\"cadden_1.0-ch03_s01_s01_l01\" class=\"itemizedlist editable block\">\n<li>Family businesses account for a staggering 50 percent of the gross domestic product (GDP).<\/li>\n<li>Although it may seem that this GDP contribution comes from thousands of small operations, 35 percent of the <em class=\"emphasis\">Fortune 500<\/em> companies are family companies.<\/li>\n<li>Family businesses account for 60 percent of US employment and 78 percent of the new jobs created.<\/li>\n<li>Family businesses represent one of the fastest growing sectors of the economy because their new job requirements outpace their current employment rates when compared to other types of businesses.<\/li>\n<\/ul>\n<p id=\"cadden_1.0-ch03_s01_s01_p02\" class=\"para editable block\">What this means is that family businesses continue to be a powerful economic force, no matter what their size and no matter how they are defined. \u201cFamily firms are the most common form of business structure; they employ many millions of people; and they generate a considerable amount of the world\u2019s wealth.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_009\"><\/span><a class=\"footnote\" title=\"\u201cMaking a Difference: The PricewaterhouseCoopers Family Business Survey 2007\/08,\u201d\u00a0PriceWaterhouseCoopers, November 2007, accessed October 8, 2011, www.pwc.com\/en_TH\/th\/publications\/assets\/pwc_fbs_survey.pdf.\" id=\"return-footnote-86-10\" href=\"#footnote-86-10\" aria-label=\"Footnote 10\"><sup class=\"footnote\">[10]<\/sup><\/a><span class=\"footnote\"><\/span><\/p>\n<p id=\"cadden_1.0-ch03_s01_s01_p03\" class=\"para editable block no-indent\">The focus of this chapter is on the small family business.<\/p>\n<div class=\"callout block\" id=\"cadden_1.0-ch03_s01_s01_n01\">\n<h3>Video Link 3.1:\u00a0Mother and Daughter Partner in Family Business<\/h3>\n<p id=\"cadden_1.0-ch03_s01_s01_p04\" class=\"para\">A mother and daughter partner in a hair brush business.<\/p>\n<p><iframe loading=\"lazy\" id=\"oembed-1\" title=\"Mother and Daughter Business Partner\" width=\"500\" height=\"281\" src=\"https:\/\/www.youtube.com\/embed\/_1n51gocgeg?feature=oembed&#38;rel=0\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"><\/iframe><\/p>\n<h2 id=\"cadden_1.0-ch03_s01_s01_p05\" class=\"para\"><span style=\"font-family: Roboto, Helvetica, Arial, sans-serif; font-size: 1.2rem; font-weight: bold;\">\u00a0Advantages and Disadvantages of the Family Business<\/span><\/h2>\n<\/div>\n<\/div>\n<div class=\"section\" id=\"cadden_1.0-ch03_s01_s02\">\n<p id=\"cadden_1.0-ch03_s01_s02_p01\" class=\"para editable block\">There are benefits to a family business, but there are disadvantages that must be considered as well. Starting a family business is not for everyone.<\/p>\n<div class=\"section\" id=\"cadden_1.0-ch03_s01_s02_s01\">\n<h3 class=\"title editable block\">Advantages<\/h3>\n<p id=\"cadden_1.0-ch03_s01_s02_s01_p01\" class=\"para editable block\">A family business offers the following advantages:<\/p>\n<ul id=\"cadden_1.0-ch03_s01_s02_s01_l01\" class=\"itemizedlist editable block\">\n<li>One of the popular misconceptions about family businesses is that they are unable to adapt easily to increasing competitiveness and technological progress. The reality is that family businesses frequently have the advantage of entrepreneurial spirit, flexibility, and opportunism.<span class=\"footnote\" id=\"cadden_1.0-fn03_010\"><a class=\"footnote\" title=\"\u201cMyths and Realities of Family Business,\u201d 2002, accessed October 8, 2011, www.insead.edu\/discover_insead\/publications\/docs\/IQ03.pdf.\" id=\"return-footnote-86-11\" href=\"#footnote-86-11\" aria-label=\"Footnote 11\"><sup class=\"footnote\">[11]<\/sup><\/a><\/span><\/li>\n<li>It is believed by some that family firms are \u201ctoo soft\u201d and rarely reach their potential. The reality is that family businesses actually outperform public companies. Oftentimes, the marketplace forces public companies to make short-term decisions, whereas a family business has the advantage of having more freedom to make its decisions. Family businesses can adapt to market fluctuations more easily because they can afford to be patient. They have common goals, shared values, and a commitment to brand building.<span class=\"footnote\" id=\"cadden_1.0-fn03_011\"><a class=\"footnote\" title=\"\u201cMyths and Realities of Family Business,\u201d 2002, accessed October 8, 2011, www.insead.edu\/discover_insead\/publications\/docs\/IQ03.pdf.\" id=\"return-footnote-86-12\" href=\"#footnote-86-12\" aria-label=\"Footnote 12\"><sup class=\"footnote\">[12]<\/sup><\/a><\/span><\/li>\n<li>Family-owned businesses are often seen as ideal because family members form a \u201cgrounded and loyal foundation\u201d for the company, and family members tend to exhibit more dedication to their common goals. \u201cHaving a certain level of intimacy among the owners of a business can help bring about familiarity with the company and having family members around provides a built-in support system that should ensure teamwork and solidarity.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_012\"><a class=\"footnote\" title=\"Alexis Writing, \u201cPros and Cons of Family Business,\u201d Chron.com, 2010, accessed October 8, 2011, smallbusiness.chron.com\/pros-cons-family-business-409.html.\" id=\"return-footnote-86-13\" href=\"#footnote-86-13\" aria-label=\"Footnote 13\"><sup class=\"footnote\">[13]<\/sup><\/a><\/span><\/li>\n<li>The culture of a family business is very different from that of a company you will find on Wall Street. \u201cFamily businesses frequently take a very long-term point of view. They\u2019ll make investments that they don\u2019t expect to pay off for 5 or 15 or 25 years\u2026Culture in a family business is more frequently based on very personal and emotional values. It\u2019s stronger because there are deeper roots and closer connections to the history of the company.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_013\"><a class=\"footnote\" title=\"Margaret Steen, \u201cThe Decision Tree of Family Business,\u201d Stanford Graduate School of Business, August 2006, accessed June 21, 2012, www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html.\" id=\"return-footnote-86-14\" href=\"#footnote-86-14\" aria-label=\"Footnote 14\"><sup class=\"footnote\">[14]<\/sup><\/a><\/span><\/li>\n<li>Family businesses are becoming more and more attractive to undergraduate business students who face a bleak job and salary outlook for new grads. These undergrads are choosing to return to their family businesses directly after graduation instead of trying to find a job in corporate America or on Wall Street.<span class=\"footnote\" id=\"cadden_1.0-fn03_014\"><a class=\"footnote\" title=\"Alison Damast, \u201cFamily Inc.: The New B-School Job Choice,\u201d Bloomberg BusinessWeek, April 12, 2010, accessed October 8, 2011, www.BusinessWeek.com\/print\/bschools\/content\/apr2010\/bs20100412_706043.htm.\" id=\"return-footnote-86-15\" href=\"#footnote-86-15\" aria-label=\"Footnote 15\"><sup class=\"footnote\">[15]<\/sup><\/a><\/span><\/li>\n<li>There is a common misperception that family businesses are less professional and rigorous in their behavior because of the relational nature of the businesses.<span class=\"footnote\" id=\"cadden_1.0-fn03_015\"><a class=\"footnote\" title=\"\u201cAmerican Family Business Survey,\u201d Mass Mutual Financial Group, 2007, accessed October 8, 2011, www.massmutual.com\/mmfg\/pdf\/afbs.pdf.\" id=\"return-footnote-86-16\" href=\"#footnote-86-16\" aria-label=\"Footnote 16\"><sup class=\"footnote\">[16]<\/sup><\/a><\/span> However, like all other businesses, family businesses face global competition and rapidly changing markets. This creates more pressure on those who join to make sure that they produce. \u201cThis emphasis on professionalism has made family businesses both more daunting and more attractive\u2014and has created new interest in them, from family members, outsiders, and business school students.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_016\"><a class=\"footnote\" title=\"Margaret Steen, \u201cThe Decision Tree of Family Business,\u201d Stanford Graduate School of Business, August 2006, accessed June 21, 2012, www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html.\" id=\"return-footnote-86-17\" href=\"#footnote-86-17\" aria-label=\"Footnote 17\"><sup class=\"footnote\">[17]<\/sup><\/a><\/span><\/li>\n<li>Many family-owned businesses tend to be stable and optimistic, even when economic times are uncertain. They seem to be better able to weather economic difficulties and stabilize the economy than their nonfamily counterparts.<span class=\"footnote\" id=\"cadden_1.0-fn03_017\"><a class=\"footnote\" title=\"\u201cAmerican Family Business Survey,\u201d Mass Mutual Financial Group, 2007, accessed October 8, 2011, www.massmutual.com\/mmfg\/pdf\/afbs.pdf.\" id=\"return-footnote-86-18\" href=\"#footnote-86-18\" aria-label=\"Footnote 18\"><sup class=\"footnote\">[18]<\/sup><\/a><\/span> However, this is a function of the industry and the size of the business.<\/li>\n<li>In general, family businesses feel that they are stronger because family members are involved in their activities. Family owners believe that their family members can be trusted, will work harder, and care more.<span class=\"footnote\" id=\"cadden_1.0-fn03_018\"><a class=\"footnote\" title=\"\u201cThe Family Business Survey 2008\/2009,\u201d Praxity, 2009, accessed October 8, 2011, http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx\" id=\"return-footnote-86-19\" href=\"#footnote-86-19\" aria-label=\"Footnote 19\"><sup class=\"footnote\">[19]<\/sup><\/a><a class=\"link\" target=\"_blank\" href=\"http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx\" rel=\"noopener noreferrer\"><\/a>.<\/span> This can help create competitive advantage in the marketplace.<\/li>\n<li>Family businesses may be more open to flexible or part-time schedules or choosing your hours. This presents a very attractive work environment for people who need to tend to children, parents, or other family members in need.<span class=\"footnote\" id=\"cadden_1.0-fn03_019\"><a class=\"footnote\" title=\"Alexis Writing, \u201cPros and Cons of Family Business,\u201d Chron.com, 2010, accessed October 8, 2011, smallbusiness.chron.com\/pros-cons-family-business-409.html.\" id=\"return-footnote-86-20\" href=\"#footnote-86-20\" aria-label=\"Footnote 20\"><sup class=\"footnote\">[20]<\/sup><\/a><\/span><\/li>\n<li>Family businesses tend to operate more ethically. In fact, many family businesses believe that their ethical standards are more stringent than those of their competitors. In addition, family businesses are often deeply embedded in their communities, and this proximity is seen as an important factor that increases the likelihood of ethical decision making and moral behavior.<span class=\"footnote\" id=\"cadden_1.0-fn03_020\"><\/span><a class=\"footnote\" title=\"\u201cAmerican Family Business Survey,\u201d Mass Mutual Financial Group, 2007, accessed October 8, 2011, www.massmutual.com\/mmfg\/pdf\/afbs.pdf.\" id=\"return-footnote-86-21\" href=\"#footnote-86-21\" aria-label=\"Footnote 21\"><sup class=\"footnote\">[21]<\/sup><\/a> As members of the local community, any ethical problems with a family business will be quickly visible.<\/li>\n<li>Family businesses also exhibit more social responsibility than their competitors. This has been attributed to their concern about image and local reputation<span class=\"footnote\" id=\"cadden_1.0-fn03_021\"><a class=\"footnote\" title=\"\u201cAmerican Family Business Survey,\u201d Mass Mutual Financial Group, 2007, accessed October 8, 2011, www.massmutual.com\/mmfg\/pdf\/afbs.pdf.\" id=\"return-footnote-86-22\" href=\"#footnote-86-22\" aria-label=\"Footnote 22\"><sup class=\"footnote\">[22]<\/sup><\/a><\/span> as well as their closeness to the community.<\/li>\n<li>Family businesses may incur lower costs because of the greater willingness of family members to make financial sacrifices for the sake of the business. Accepting lower pay than they would get elsewhere to help the business in the longer term or deferring wages in a cash-flow crisis are examples of family altruistic behavior.<span class=\"footnote\" id=\"cadden_1.0-fn03_022\"><a class=\"footnote\" title=\"\u201cAdvantages of Family Businesses,\u201d Business Link, accessed October 8, 2011, www.businesslink.gov.uk\/bdotg\/action\/detail?itemId=1073792650&amp;type= RESOURCES.\" id=\"return-footnote-86-23\" href=\"#footnote-86-23\" aria-label=\"Footnote 23\"><sup class=\"footnote\">[23]<\/sup><\/a><\/span><\/li>\n<li>Family businesses, in general, have greater independence of action because they have less (or no) pressure from the stock market and less (or no) takeover risk.<span class=\"footnote\" id=\"cadden_1.0-fn03_023\"><a class=\"footnote\" title=\"Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d Organizational Dynamics 21, no. 3 (1993): 59\u201371.\" id=\"return-footnote-86-24\" href=\"#footnote-86-24\" aria-label=\"Footnote 24\"><sup class=\"footnote\">[24]<\/sup><\/a><\/span><\/li>\n<li>Family businesses tend to be more resilient in hard times because they are willing to plow profits back into the business.\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_024\"><a class=\"footnote\" title=\"Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d Organizational Dynamics 21, no. 3 (1993): 59\u201371.\" id=\"return-footnote-86-25\" href=\"#footnote-86-25\" aria-label=\"Footnote 25\"><sup class=\"footnote\">[25]<\/sup><\/a><\/span><\/li>\n<li>Family businesses are less bureaucratic and less impersonal, which allows for greater flexibility and quicker decision making.\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_025\"><a class=\"footnote\" title=\"Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d Organizational Dynamics 21, no. 3 (1993): 59\u201371.\" id=\"return-footnote-86-26\" href=\"#footnote-86-26\" aria-label=\"Footnote 26\"><sup class=\"footnote\">[26]<\/sup><\/a><\/span><\/li>\n<li>Family businesses offer the possibility of great financial success.<span class=\"footnote\" id=\"cadden_1.0-fn03_026\"><\/span><a class=\"footnote\" title=\"Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d Organizational Dynamics 21, no. 3 (1993): 59\u201371.\" id=\"return-footnote-86-27\" href=\"#footnote-86-27\" aria-label=\"Footnote 27\"><sup class=\"footnote\">[27]<\/sup><\/a> This can manifest itself in interesting ways. \u201cAs the family of a media conglomerate once mentioned, \u2018The name I have has certainly helped me to get access to top executives of companies, persons who under other circumstances would have kept their doors shut.\u2019\u201d\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_027\"><a class=\"footnote\" title=\"Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d Organizational Dynamics 21, no. 3 (1993): 59\u201371.\" id=\"return-footnote-86-28\" href=\"#footnote-86-28\" aria-label=\"Footnote 28\"><sup class=\"footnote\">[28]<\/sup><\/a><\/span><\/li>\n<li>Family members have the chance to learn the business early. This extensive expertise can create an important competitive advantage.<span class=\"footnote\" id=\"cadden_1.0-fn03_028\"><a class=\"footnote\" title=\"Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d Organizational Dynamics 21, no. 3 (1993): 59\u201371.\" id=\"return-footnote-86-29\" href=\"#footnote-86-29\" aria-label=\"Footnote 29\"><sup class=\"footnote\">[29]<\/sup><\/a><\/span> \u201cOne executive recalled how as a child he would take long walks with his father, during which they would visit stores to look at competitor\u2019s products. Afterwards, his father would ask him which products he liked most, and this would lead to lengthy arguments about each product\u2019s quality. This man felt that the expertise he gained during those informal outings proved invaluable later in life.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_029\"><a class=\"footnote\" title=\"Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d Organizational Dynamics 21, no. 3 (1993): 59\u201371.\" id=\"return-footnote-86-30\" href=\"#footnote-86-30\" aria-label=\"Footnote 30\"><sup class=\"footnote\">[30]<\/sup><\/a><\/span><\/li>\n<\/ul>\n<div class=\"callout block\" id=\"cadden_1.0-ch03_s01_s02_s01_n01\">\n<h3 class=\"title\">Video Link 3.2:\u00a0Iron Horse Barbecue<\/h3>\n<p><iframe loading=\"lazy\" id=\"oembed-2\" title=\"The Little Engine That Could Fire Up Your Business\" width=\"500\" height=\"375\" src=\"https:\/\/www.youtube.com\/embed\/hCyfFws9EpU?feature=oembed&#38;rel=0\" frameborder=\"0\" allowfullscreen=\"allowfullscreen\"><\/iframe><\/p>\n<p id=\"cadden_1.0-ch03_s01_s02_s01_p02\" class=\"para\">A family-owned business that is helping other business fire up businesses of their own.<\/p>\n<\/div>\n<div class=\"callout editable block\" id=\"cadden_1.0-ch03_s01_s02_s01_n02\">\n<h3 class=\"title\">Why Family Businesses Are So Special<\/h3>\n<p id=\"cadden_1.0-ch03_s01_s02_s01_p04\" class=\"para\">\u201cIf family businesses are so common, how can they also be special? When Freud was asked what he considered to be the secret of a full life, he gave a three-word answer: \u2018<em class=\"emphasis\">Lieben und arbeiten<\/em> [to love and to work].\u2019 For most people, the two most important things in their lives are their families and their work. It is easy to understand the compelling power of organizations that combine both. Being in a family firm affects all the participants. The role of chairman of the board is different when the company was founded by your father and when your mother and siblings sit around the table at board meetings, just as they sat around the dinner table. The job of a CEO is different when the vice president in the next office is also a younger sister. The role of partner is different when the other partner is a spouse or a child. The role of sales representative is different when you cover the same territory that your parent did twenty-five years earlier, and your grandparent twenty-five years before that. Even walking through the door on your first day of work on an assembly line or in a billing office is different if the name over the door is your own.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_030\"><a class=\"footnote\" title=\"Kelin E. Gersick et al., Generation to Generation: Life Cycles of the Family Business (Cambridge, MA: Owner Managed Business Institute, Harvard Business School Press, 1997), 2\u20133.\" id=\"return-footnote-86-31\" href=\"#footnote-86-31\" aria-label=\"Footnote 31\"><sup class=\"footnote\">[31]<\/sup><\/a><\/span><\/p>\n<\/div>\n<\/div>\n<div class=\"section\" id=\"cadden_1.0-ch03_s01_s02_s02\">\n<h3 class=\"title editable block\">Disadvantages<\/h3>\n<p id=\"cadden_1.0-ch03_s01_s02_s02_p01\" class=\"para editable block\">As attractive as family businesses are on many fronts, they have the following disadvantages:<\/p>\n<ul id=\"cadden_1.0-ch03_s01_s02_s02_l01\" class=\"itemizedlist editable block\">\n<li>Family businesses tend to be stable organizations. Although this is a good thing in many instances, stability can also make it difficult to change. A new, younger family member coming into the business will find tradition and structure. Changing that is not simple. The key to changing a family business lies in defining tradition in terms of the company\u2019s core values, not in specific ways of doing things.\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_031\"><a class=\"footnote\" title=\"Margaret Steen, \u201cThe Decision Tree of Family Business,\u201d Stanford Graduate School of Business, August 2006, accessed June 21, 2012, www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html.\" id=\"return-footnote-86-32\" href=\"#footnote-86-32\" aria-label=\"Footnote 32\"><sup class=\"footnote\">[32]<\/sup><\/a><\/span><\/li>\n<li>Family closeness can lead to sibling rivalry or problems when both the parent and the child want control. By the third or fourth generation, with many cousins possibly sharing ownership, governance can become very complicated.\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_032\"><a class=\"footnote\" title=\"Margaret Steen, \u201cThe Decision Tree of Family Business,\u201d Stanford Graduate School of Business, August 2006, accessed June 21, 2012, www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html.\" id=\"return-footnote-86-33\" href=\"#footnote-86-33\" aria-label=\"Footnote 33\"><sup class=\"footnote\">[33]<\/sup><\/a><\/span><\/li>\n<li>There may be times when the interests of a family member conflict with the interests of the business. One family member may want to expand the business, but other family members may not share this person\u2019s desire. The needs of the business are not in sync with the needs of the family.<\/li>\n<li>Family ties have a downside. Family members will frequently be expected to work harder, make more of a commitment, and get paid less than other employees in the business.<span class=\"footnote\" id=\"cadden_1.0-fn03_033\"><a class=\"footnote\" title=\"\u201cThe Family Business Survey 2008\/2009,\u201d Praxity, 2009, accessed October 8, 2011, http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx\" id=\"return-footnote-86-34\" href=\"#footnote-86-34\" aria-label=\"Footnote 34\"><sup class=\"footnote\">[34]<\/sup><\/a><a class=\"link\" target=\"_blank\" href=\"http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx\" rel=\"noopener noreferrer\"><\/a><\/span><\/li>\n<li>Family business owners may automatically promote someone from the family or give family members a job even if they do not have adequate skills for the job. A nonfamily employee may be better qualified.<span class=\"footnote\" id=\"cadden_1.0-fn03_034\"><\/span><a class=\"footnote\" title=\"Alexis Writing, \u201cPros and Cons of Family Business,\u201d Chron.com, 2010, accessed October 8, 2011, smallbusiness.chron.com\/pros-cons-family-business-409.html.\" id=\"return-footnote-86-35\" href=\"#footnote-86-35\" aria-label=\"Footnote 35\"><sup class=\"footnote\">[35]<\/sup><\/a> This can cause dissension and resentment among other employees.<\/li>\n<li>Relationships between parents and children or among siblings have a tendency to deteriorate due to communication problems. \u201cThis dysfunctional behavior can result in judgments, criticism and lack of support.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_035\"><a class=\"footnote\" title=\"Alexis Writing, \u201cPros and Cons of Family Business,\u201d Chron.com, 2010, accessed October 8, 2011, smallbusiness.chron.com\/pros-cons-family-business-409.html.\" id=\"return-footnote-86-36\" href=\"#footnote-86-36\" aria-label=\"Footnote 36\"><sup class=\"footnote\">[36]<\/sup><\/a><\/span><\/li>\n<li>The family business may be a breeding ground for jealousies, resentment, anger, and sabotage. Family problems may spill over into the workplace.<span class=\"footnote\" id=\"cadden_1.0-fn03_036\"><a class=\"footnote\" title=\"\u201cAdvantages and Disadvantages of a Family Business,\u201d September 6, 2009, accessed October 8, 2011, pinoynegosyo.blogspot.com\/2009\/09\/advantages-and -disadvantages-of-family.html.\" id=\"return-footnote-86-37\" href=\"#footnote-86-37\" aria-label=\"Footnote 37\"><sup class=\"footnote\">[37]<\/sup><\/a><\/span><\/li>\n<li>The business may be plagued with managerial incompetence, the lack of exposure to other businesses, and the inability to separate family and work.<span class=\"footnote\" id=\"cadden_1.0-fn03_037\"><a class=\"footnote\" title=\"\u201cAdvantages and Disadvantages of a Family Business,\u201d September 6, 2009, accessed October 8, 2011, pinoynegosyo.blogspot.com\/2009\/09\/advantages-and -disadvantages-of-family.html.\" id=\"return-footnote-86-38\" href=\"#footnote-86-38\" aria-label=\"Footnote 38\"><sup class=\"footnote\">[38]<\/sup><\/a><\/span><\/li>\n<li>Some family businesses may have difficulty attracting and keeping highly qualified managers. \u201cQualified managers may avoid family firms due to the exclusive <a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_86_659\"><strong><span class=\"margin_term\"><a class=\"glossterm\">succession<\/a><\/span><\/strong><\/a>, limited potential for professional growth, lack of perceived professionalism, and limitations on wealth transfer.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_038\"><a class=\"footnote\" title=\"David G. Sirmon and Michael A. Hitt, \u201cManaging Resources: Linking Unique Resources, Management, and Wealth Creation in Family Firms,\u201d Entrepreneurship Theory and Practice, Summer 2003, 339\u201358.\" id=\"return-footnote-86-39\" href=\"#footnote-86-39\" aria-label=\"Footnote 39\"><sup class=\"footnote\">[39]<\/sup><\/a><\/span> Succession refers to passing the business to the next generation.<\/li>\n<li>Family businesses have limited sources of external capital because they tend to avoid sharing equity with nonfamily members.<span class=\"footnote\" id=\"cadden_1.0-fn03_039\"><a class=\"footnote\" title=\"David G. Sirmon and Michael A. Hitt, \u201cManaging Resources: Linking Unique Resources, Management, and Wealth Creation in Family Firms,\u201d Entrepreneurship Theory and Practice, Summer 2003, 339\u201358.\" id=\"return-footnote-86-40\" href=\"#footnote-86-40\" aria-label=\"Footnote 40\"><sup class=\"footnote\">[40]<\/sup><\/a><\/span> Having less access to capital markets may curtail growth.<span class=\"footnote\" id=\"cadden_1.0-fn03_040\"><a class=\"footnote\" title=\"Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d Organizational Dynamics 21, no. 3 (1993): 59\u201371.\" id=\"return-footnote-86-41\" href=\"#footnote-86-41\" aria-label=\"Footnote 41\"><sup class=\"footnote\">[41]<\/sup><\/a><\/span><\/li>\n<li>\n<p class=\"para\">Not all children of owner-managers may want to join the business. According to one study,<span class=\"footnote\" id=\"cadden_1.0-fn03_041\"><a class=\"footnote\" title=\"Sue Birley, \u201cAttitudes of Owner-Managers\u2019 Children towards Family and Business Issues,\u201d Entrepreneurship Theory and Practice, Spring 2002, 5\u201319.\" id=\"return-footnote-86-42\" href=\"#footnote-86-42\" aria-label=\"Footnote 42\"><sup class=\"footnote\">[42]<\/sup><\/a><\/span> 80 percent of those who did not work in the family business did not intend to go into the business. This reluctance comes from several directions, such as the following:<\/p>\n<ul id=\"cadden_1.0-ch03_s01_s02_s02_l02\" class=\"itemizedlist\">\n<li>My parents would not want me to join.<\/li>\n<li>I could not work for my parents.<\/li>\n<li>There are already too many family members in the business.<\/li>\n<li>I am not interested in this particular business.<\/li>\n<li>The business is too small for me.<\/li>\n<li>The business would not allow me to use my talents.<\/li>\n<li>The business would not allow me to use my training.<\/li>\n<li>I can earn more elsewhere.<\/li>\n<li>I am not interested in a business career.<span class=\"footnote\" id=\"cadden_1.0-fn03_042\"><a class=\"footnote\" title=\"Sue Birley, \u201cAttitudes of Owner-Managers\u2019 Children towards Family and Business Issues,\u201d Entrepreneurship Theory and Practice, Spring 2002, 5\u201319.\" id=\"return-footnote-86-43\" href=\"#footnote-86-43\" aria-label=\"Footnote 43\"><sup class=\"footnote\">[43]<\/sup><\/a><\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<div class=\"callout block\" id=\"cadden_1.0-ch03_s01_s02_s02_n01\">\n<h3 class=\"title\">In Their Own Words<\/h3>\n<p class=\"simpara\">Why Some Children of Owner-Managers Do Not Want to Join the Business<span class=\"footnote\" id=\"cadden_1.0-fn03_043\"><a class=\"footnote\" title=\"Sue Birley, \u201cAttitudes of Owner-Managers\u2019 Children towards Family and Business Issues,\u201d Entrepreneurship Theory and Practice, Spring 2002, 5\u201319.\" id=\"return-footnote-86-44\" href=\"#footnote-86-44\" aria-label=\"Footnote 44\"><sup class=\"footnote\">[44]<\/sup><\/a><\/span>:<\/p>\n<blockquote>\n<p id=\"cadden_1.0-ch03_s01_s02_s02_p02\" class=\"para hanging-indent indent\">I see the pressure my dad is under\u2014this does put me off slightly. I want to enjoy my job as well as enjoying life outside work.<\/p>\n<p id=\"cadden_1.0-ch03_s01_s02_s02_p03\" class=\"para\">A larger factor when working under a relative is the problem of self-worth. It is hard to feel like you are worth something when your father is an MD.<\/p>\n<p id=\"cadden_1.0-ch03_s01_s02_s02_p04\" class=\"para\">A business relationship with your father makes your family relationship harder.<\/p>\n<p id=\"cadden_1.0-ch03_s01_s02_s02_p05\" class=\"para\">I do not look to go into the family business straight away, as I feel this is giving a commitment to work there for the rest of my life.<\/p>\n<p id=\"cadden_1.0-ch03_s01_s02_s02_p06\" class=\"para\">I would join only because I am genuinely qualified, not because I am the owner\u2019s daughter.<\/p>\n<p id=\"cadden_1.0-ch03_s01_s02_s02_p07\" class=\"para\">The difference in my father\u2019s education and mine is a factor affecting why I have decided not to go into the business. I have more choice over what I want to do as a career, and my personal interests would not be met by my father\u2019s company. I am sure it would not have been his choice had he had the same educational choices as me.<\/p>\n<p id=\"cadden_1.0-ch03_s01_s02_s02_p08\" class=\"para\">As much as the route into the family business is seen by outsiders as an \u201ceasy route to wealth and inheritance,\u201d in my case it was also a liability. At 17, was I to be the fourth generation after 100 years that could not keep the company going?<\/p>\n<\/blockquote>\n<\/div>\n<ul id=\"cadden_1.0-ch03_s01_s02_s02_l03\" class=\"itemizedlist editable block\">\n<li>The \u201cspoiled kid syndrome\u201d often occurs in a family business. The business owner may feel guilty because his devotion to the business takes away from the attention he should be giving to his children. Out of a sense of guilt, he or she starts to bribe the children, \u201ca kind of pay-off for not being available emotionally or otherwise.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_044\"><a class=\"footnote\" title=\"Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d Organizational Dynamics 21, no. 3 (1993): 59\u201371.\" id=\"return-footnote-86-45\" href=\"#footnote-86-45\" aria-label=\"Footnote 45\"><sup class=\"footnote\">[45]<\/sup><\/a><\/span><\/li>\n<li>Financial strain emanating from \u201cfamily members milking the business and a disequilibrium between contribution and compensation\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_045\"><a class=\"footnote\" title=\"Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d Organizational Dynamics 21, no. 3 (1993): 59\u201371.\" id=\"return-footnote-86-46\" href=\"#footnote-86-46\" aria-label=\"Footnote 46\"><sup class=\"footnote\">[46]<\/sup><\/a><\/span> can have a significant negative impact on the business.<\/li>\n<li>Nepotism that results in the \u201ctolerance of inept family members as managers, inequitable reward systems, [and] greater difficulties in attracting professional management\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_046\"><a class=\"footnote\" title=\"Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d Organizational Dynamics 21, no. 3 (1993): 59\u201371.\" id=\"return-footnote-86-47\" href=\"#footnote-86-47\" aria-label=\"Footnote 47\"><sup class=\"footnote\">[47]<\/sup><\/a><\/span> can easily lead to low morale among nonfamily members of the business, and it can ultimately result in business failure.<\/li>\n<li>Family businesses frequently have a confusing organization, with \u201cmessy structure and no clear division of tasks.\u201d Authority and responsibility lines are unclear; jobs may overlap; executives may hold a number of different jobs; and the decision-making hierarchy may be completely ignored, existing only to be bypassed.<span class=\"footnote\" id=\"cadden_1.0-fn03_047\"><a class=\"footnote\" title=\"Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d Organizational Dynamics 21, no. 3 (1993): 59\u201371.\" id=\"return-footnote-86-48\" href=\"#footnote-86-48\" aria-label=\"Footnote 48\"><sup class=\"footnote\">[48]<\/sup><\/a><\/span> This can create a dysfunctional working environment.<\/li>\n<li>Family businesses frequently have paternalistic or autocratic rule that is characterized by a resistance to change, secrecy, and the attraction of dependent personalities.<span class=\"footnote\" id=\"cadden_1.0-fn03_048\"><a class=\"footnote\" title=\"Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d Organizational Dynamics 21, no. 3 (1993): 59\u201371.\" id=\"return-footnote-86-49\" href=\"#footnote-86-49\" aria-label=\"Footnote 49\"><sup class=\"footnote\">[49]<\/sup><\/a><\/span><\/li>\n<\/ul>\n<div class=\"key_takeaways editable block\" id=\"cadden_1.0-ch03_s01_s02_s02_n02\">\n<div class=\"textbox key-takeaways\">\n<h3 itemprop=\"educationalUse\">Key Takeaways<\/h3>\n<ul id=\"cadden_1.0-ch03_s01_s02_s02_l04\" class=\"itemizedlist\">\n<li>Family businesses account for 50 percent of the GDP, 60 percent of US employment, and 78 percent of the new jobs that are created.<\/li>\n<li>A family business offers both advantages and disadvantages. It is important to understand both.<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<div class=\"exercises editable block\" id=\"cadden_1.0-ch03_s01_s02_s02_n03\">\n<div class=\"textbox exercises\">\n<h3 itemprop=\"educationalUse\">Exercises<\/h3>\n<ol>\n<li>\u00a0Jaret Coulson has returned to the family business and is very enthusiastic about expanding the business. He has identified four options: (a) expanding the antique store either at its current site or elsewhere in Charlottetown; (b) opening several similar-sized antique shops in nearby towns; (c) using the Internet to expand sales; and (d) expanding the sales of refinished chairs in a local store to a regional furniture chain. Any one of these ideas would represent a change from his father\u2019s Mr. Coulson&#8217;s business model. Given that he had not expressed any interest in the management of the business, how should he go about approaching his father with these ideas? If the company expands, should Jaret approach his sister and her husband about taking a more active role in the business? What should their roles be?<\/li>\n<\/ol>\n<\/div>\n<h1 class=\"title\" style=\"text-align: left;\">Family Business Issues<\/h1>\n<\/div>\n<\/div>\n<\/div>\n<div class=\"section\" id=\"cadden_1.0-ch03_s02\" xml:lang=\"en\">\n<div class=\"learning_objectives editable block\" id=\"cadden_1.0-ch03_s02_n01\">\n<div class=\"textbox learning-objectives\">\n<h3 itemprop=\"educationalUse\">Learning Objectives<\/h3>\n<ol>\n<li>Explain why communication, employing family and non-family members, professional management, employment qualifications, salaries and compensation, succession, and ethics are important issues for all family businesses.<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<p id=\"cadden_1.0-ch03_s02_p01\" class=\"para editable block no-indent\">Looking at the vision and hard work of the founders, family businesses \u201ctake on their unique character as new members of the family enter the business. At best, the environment can be inspiring and motivating. At worst, it can result in routine business decisions becoming clouded by emotional issues.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_049\"><a class=\"footnote\" title=\"\u201cFocusing on Business Families,\u201d BDO, November 2009, accessed October 8, 2011, static.staging.bdo.defacto-cms.com\/assets\/documents\/2010\/04\/Focusing_on _business_families.pdf.\" id=\"return-footnote-86-50\" href=\"#footnote-86-50\" aria-label=\"Footnote 50\"><sup class=\"footnote\">[50]<\/sup><\/a><\/span><\/p>\n<p id=\"cadden_1.0-ch03_s02_p02\" class=\"para editable block no-indent\">The owners and managers of family businesses face many unique challenges. These challenges stem from the overlap of family and business issues and include communication, employing family and non-family members, professional management, employment qualifications, salaries and compensation, and succession.<\/p>\n<h2 class=\"title editable block\">Communication<\/h2>\n<p id=\"cadden_1.0-ch03_s02_s01_p01\" class=\"para editable block\">Communication is important in any business, but the complexities of communication in a family business are particularly problematic. Experts say that communication is one of the most difficult parts of running a family business.<span class=\"footnote\" id=\"cadden_1.0-fn03_050\"><a class=\"footnote\" title=\"Christine Lagorio, \u201cHow to Run a Family Business,\u201d Inc., March 5, 2010, accessed October 8, 2011, www.inc.com\/guides\/running-family-business.html.\" id=\"return-footnote-86-51\" href=\"#footnote-86-51\" aria-label=\"Footnote 51\"><sup class=\"footnote\">[51]<\/sup><\/a><\/span> The approach to communication needs to include commitment, the avoidance of secrecy, and an understanding of the risks of bad communication.<\/p>\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s02\">\n<h2 class=\"title editable block no-indent\">Commitment<\/h2>\n<p id=\"cadden_1.0-ch03_s02_s02_p01\" class=\"para editable block no-indent\">In a family business, it is critical that there be a commitment to communicate effectively with family and non-family members of the business. \u201cBusiness leaders should be open about their awareness of the potential for communication issues to evolve and their willingness to accept feedback and input from all employees about opportunities for improvement and areas of concern.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_051\"><a class=\"footnote\" title=\"Leigh Richards, \u201cFamily Owned Business and Communication,\u201d Chron.com, 2010, accessed June 1, 2012, http:\/\/smallbusiness.chron.com\/family-owned -business-communication-3165.html.\" id=\"return-footnote-86-52\" href=\"#footnote-86-52\" aria-label=\"Footnote 52\"><sup class=\"footnote\">[52]<\/sup><\/a><\/span><\/p>\n<p class=\"para editable block no-indent\">One important issue is whether there should be a line drawn between family and business discussions. Some suggest that setting up strict guidelines from the start that draw a clear line between the different types of discussions is a good approach.<a class=\"footnote\" title=\"Leigh Richards, \u201cFamily Owned Business and Communication,\u201d Chron.com, 2010, accessed October 8, 2011, smallbusiness.chron.com\/family-owned-business -communication-3165.html\" id=\"return-footnote-86-53\" href=\"#footnote-86-53\" aria-label=\"Footnote 53\"><sup class=\"footnote\">[53]<\/sup><\/a> By contrast, the Praxity Family Business Survey<span style=\"font-size: 14pt;\"><\/span><a class=\"footnote\" title=\"\u201cThe Family Business Survey 2008\/2009,\u201d Praxity, 2009, accessed October 8, 2011, http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx.\" id=\"return-footnote-86-54\" href=\"#footnote-86-54\" aria-label=\"Footnote 54\"><sup class=\"footnote\">[54]<\/sup><\/a><span style=\"font-size: 14pt;\">\u00a0<\/span>found that it is considered OK to talk about the business anywhere and at any time, whether at work or at home:<\/p>\n<ul id=\"cadden_1.0-ch03_s02_s02_l01\" class=\"itemizedlist editable block\">\n<li>\n<p class=\"no-indent\">Nineteen percent of the family businesses in the survey reported talking about business at home.<\/p>\n<\/li>\n<li>\n<p class=\"no-indent\">Thirty-seven percent talk about it in the workplace.<\/p>\n<\/li>\n<li>\n<p class=\"no-indent\">Forty-four percent talk about it when and wherever.<\/p>\n<\/li>\n<\/ul>\n<\/div>\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s03\">\n<h2 class=\"title editable block\">Secrecy<\/h2>\n<p id=\"cadden_1.0-ch03_s02_s03_p01\" class=\"para editable block\">In family businesses, it is particularly important not to convey the impression that family members are more in the know than other employees. \u201c\u2026Even when this is not the case, the potential for the perception of exclusivity may exist. Steps should be taken to address any issues that may arise openly, honestly, and without preference for family members.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_054\"><a class=\"footnote\" title=\"Leigh Richards, \u201cFamily Owned Business and Communication,\u201d Chron.com, 2010, accessed October 8, 2011, smallbusiness.chron.com\/family-owned-business -communication-3165.html.\" id=\"return-footnote-86-55\" href=\"#footnote-86-55\" aria-label=\"Footnote 55\"><sup class=\"footnote\">[55]<\/sup><\/a><\/span><\/p>\n<\/div>\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s04\">\n<h2 class=\"title editable block\">Risks of Bad Communication<\/h2>\n<p id=\"cadden_1.0-ch03_s02_s04_p01\" class=\"para editable block\">If good communication channels are not in place, the following can occur:<\/p>\n<ul id=\"cadden_1.0-ch03_s02_s04_l01\" class=\"itemizedlist editable block\">\n<li>\u201cFamily members assume they know what other family members feel or want.\u201d<\/li>\n<li>\u201cPersonal ties inhibit honest opinions being expressed.\u201d<\/li>\n<li>\u201cThe head of the family may automatically assume control of the business even if they don\u2019t have the best business skills.\u201d<\/li>\n<li>\u201cOne family member ends up dominating the business.\u201d<\/li>\n<li>\u201cFamily-member shareholders not active in the business fail to understand the objectives of those who are active and vice versa.\u201d<\/li>\n<li>\u201cPersonal resentments become business resentments and vice versa.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_055\"><a class=\"footnote\" title=\"\u201cCommunication and Family Businesses,\u201d Business Link, 2010, accessed October 8, 2011, www.businesslink.gov.uk\/bdotg\/action\/detail?type=RESOURCES&amp;itemId= 1073792652.\" id=\"return-footnote-86-56\" href=\"#footnote-86-56\" aria-label=\"Footnote 56\"><sup class=\"footnote\">[56]<\/sup><\/a><\/span><\/li>\n<\/ul>\n<p id=\"cadden_1.0-ch03_s02_s04_p02\" class=\"para editable block\">These difficulties can be overcome if the family business makes a concerted effort to create and maintain an environment of open communication where people feel comfortable voicing opinions and concerns. It is important that family and non-family members have an equal opportunity to express their views.<\/p>\n<\/div>\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s05\">\n<h2 class=\"title editable block\">Employing Family and Non-family Members<\/h2>\n<p id=\"cadden_1.0-ch03_s02_s05_p01\" class=\"para editable block\">It is natural for a family business to employ family members, especially in management positions. Family members tend to be the first people hired when a small business gets started, and as the business grows, so do their roles.<span class=\"footnote\" id=\"cadden_1.0-fn03_056\"><a class=\"footnote\" title=\"Philip Keefe, \u201cHiring Family Members for the Family Business,\u201d March 30, 2010, accessed October 8, 2011, philip-keeffe.suite101.com\/hiring-family-members-for-the -family-business-a220028\" id=\"return-footnote-86-57\" href=\"#footnote-86-57\" aria-label=\"Footnote 57\"><sup class=\"footnote\">[57]<\/sup><\/a><\/span> There are both pros and cons to hiring family members. Both need to be considered carefully. Who to hire may well be the biggest management challenge that a family business owner faces.<\/p>\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s05_s01\">\n<h3 class=\"title editable block\">Pros<\/h3>\n<p id=\"cadden_1.0-ch03_s02_s05_s01_p01\" class=\"para editable block\">On the positive side of things, several advantages can be identified for hiring family members:<span class=\"footnote\" id=\"cadden_1.0-fn03_057\"><a class=\"footnote\" title=\"Dean Fowler and Peg Masterson Edquist, \u201cEvaluate the Pros and Cons of Employing Family Members,\u201d Business Journal, June 6, 2003, accessed October 8, 2011, www.bizjournals.com\/milwaukee\/stories\/2003\/06\/09\/smallb6.html\" id=\"return-footnote-86-58\" href=\"#footnote-86-58\" aria-label=\"Footnote 58\"><sup class=\"footnote\">[58]<\/sup><\/a><a class=\"footnote\" title=\"Philip Keefe, \u201cHiring Family Members for the Family Business,\u201d March 30, 2010, accessed October 8, 2011, philip-keeffe.suite101.com\/hiring-family-members-for-the-family -business-a220028.\" id=\"return-footnote-86-59\" href=\"#footnote-86-59\" aria-label=\"Footnote 59\"><sup class=\"footnote\">[59]<\/sup><\/a><\/span><\/p>\n<ul id=\"cadden_1.0-ch03_s02_s05_s01_l01\" class=\"itemizedlist editable block\">\n<li>Improved customer relations through family contact<\/li>\n<li>Intergenerational continuity<\/li>\n<li>Long-term stability<\/li>\n<li>Shared values<\/li>\n<li>Loyalty and commitment<\/li>\n<li>Inherent trust<\/li>\n<li>Willingness to sacrifice for the business<\/li>\n<li>Emotional attachment to the business; more willing to contribute to its success<\/li>\n<li>Share the same culture<\/li>\n<\/ul>\n<p id=\"cadden_1.0-ch03_s02_s05_s01_p02\" class=\"para editable block\">\u201cA family whose members work well together can also give the business a welcoming and friendly feel. It can encourage employees who aren\u2019t in the immediate family to work harder to gain acceptance by those employees who are.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_058\"><a class=\"footnote\" title=\"Philip Keefe, \u201cHiring Family Members for the Family Business,\u201d March 30, 2010, accessed October 8, 2011, philip-keeffe.suite101.com\/hiring-family-members-for-the -family-business-a220028.\" id=\"return-footnote-86-60\" href=\"#footnote-86-60\" aria-label=\"Footnote 60\"><sup class=\"footnote\">[60]<\/sup><\/a><\/span><\/p>\n<\/div>\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s05_s02\">\n<h3 class=\"title editable block\">Cons<\/h3>\n<p id=\"cadden_1.0-ch03_s02_s05_s02_p01\" class=\"para editable block\">There are also quite a few disadvantages to hiring family members:<span class=\"footnote\" id=\"cadden_1.0-fn03_059\"><a class=\"footnote\" title=\"Dean Fowler and Peg Masterson Edquist, \u201cEvaluate the Pros and Cons of Employing Family Members,\u201d Business Journal, June 6, 2003, accessed October 8, 2011, www.bizjournals.com\/milwaukee\/stories\/2003\/06\/09\/smallb6.html\" id=\"return-footnote-86-61\" href=\"#footnote-86-61\" aria-label=\"Footnote 61\"><sup class=\"footnote\">[61]<\/sup><\/a><a class=\"footnote\" title=\"Philip Keefe, \u201cHiring Family Members for the Family Business,\u201d March 30, 2010, accessed October 8, 2011, philip-keeffe.suite101.com\/hiring-family-members-for-the-family-business -a220028\" id=\"return-footnote-86-62\" href=\"#footnote-86-62\" aria-label=\"Footnote 62\"><sup class=\"footnote\">[62]<\/sup><\/a><a class=\"footnote\" title=\"Annika Hall and Mattias Nordqvist, \u201cProfessional Management in Family Businesses: Toward an Extended Understanding,\u201d Family Business Review 21, no. 1 (2008): 51\u201369\" id=\"return-footnote-86-63\" href=\"#footnote-86-63\" aria-label=\"Footnote 63\"><sup class=\"footnote\">[63]<\/sup><\/a><a class=\"footnote\" title=\"Margaret Steen, \u201cThe Decision Tree of Family Business,\u201d Stanford Graduate School of Business, August 2006, June 21, 2012, www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html.\" id=\"return-footnote-86-64\" href=\"#footnote-86-64\" aria-label=\"Footnote 64\"><sup class=\"footnote\">[64]<\/sup><\/a><\/span><\/p>\n<ul id=\"cadden_1.0-ch03_s02_s05_s02_l01\" class=\"itemizedlist editable block\">\n<li>\n<p class=\"para\">Families are not perfect, so a dispute among family members can spill from home into the workplace.<\/p>\n<ul id=\"cadden_1.0-ch03_s02_s05_s02_l02\" class=\"itemizedlist\">\n<li>There is always the possibility of managerial incompetence<\/li>\n<li>It may not be possible to separate family and work<\/li>\n<li>Patterns of conflict will be rooted in early family experiences<\/li>\n<li>Communication may break down<\/li>\n<li>Sibling rivalry may create problems<\/li>\n<\/ul>\n<\/li>\n<li>\n<p class=\"para\">Newly hired family members may feel that they do not have to earn their positions; their success will be seen as linked to their name instead of their abilities.<\/p>\n<ul id=\"cadden_1.0-ch03_s02_s05_s02_l03\" class=\"itemizedlist\">\n<li>The company may be subject to charges of discriminatory hiring practices if job openings are not published.<\/li>\n<li>Non-family members of the business may feel that family members get hiring preference.<\/li>\n<li>Non-family members may feel that they will be automatically outvoted in decision making.<\/li>\n<li>Hiring primarily family members for management positions may lead to hiring suboptimal people who cannot easily be dismissed. This could lead to greater conflict because of promotion criteria that are not based on merit.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/div>\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s05_s03\">\n<h2 class=\"title editable block\">Hiring Non-family Members<\/h2>\n<p id=\"cadden_1.0-ch03_s02_s05_s03_p01\" class=\"para editable block\">There will be times when the better decision may be to hire a non-family person for a particular job. Experience has shown that a family business is less likely to be successful if it employs only family members; bringing in the fresh thinking that comes with external expertise can be valuable at all levels of a business. <span class=\"footnote\" id=\"cadden_1.0-fn03_060\"><a class=\"footnote\" title=\"\u201cFocusing on Business Families,\u201d BDO, November 2009, accessed October 8, 2011, static.staging.bdo.defacto-cms.com\/assets\/documents\/2010\/04\/Focusing_on _business_families.pdf\" id=\"return-footnote-86-65\" href=\"#footnote-86-65\" aria-label=\"Footnote 65\"><sup class=\"footnote\">[65]<\/sup><\/a><\/span> In addition, non-family members can offer stability to a family business by offering a fair and impartial perspective on business issues. The challenge is in attracting and retaining non-family employees because these employees \u201cmay find it difficult to deal with family conflicts on the job, limited opportunities for advancement, and the special treatment sometimes accorded family members. In addition, some family members may resent outsiders being brought into the firm and purposely make things unpleasant for non-family employees.\u201d\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_061\"><a class=\"footnote\" title=\"\u201cFamily Owned Businesses Law and Legal Definition,\u201d USLegal.com, 2010, accessed October 8, 2011, definitions.uslegal.com\/f\/family-owned-businesses.\" id=\"return-footnote-86-66\" href=\"#footnote-86-66\" aria-label=\"Footnote 66\"><sup class=\"footnote\">[66]<\/sup><\/a><\/span><\/p>\n<p class=\"para editable block no-indent\">Because it is likely that a growing family business will need to hire people from the outside, it is important that the business come to terms with that necessity. Policies and procedures can help with the transition, but the most important thing is to prepare the family culture of the business to accept a non-family member. Not surprisingly, this is much easier said than done.<\/p>\n<\/div>\n<\/div>\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s06\">\n<h2 class=\"title editable block\">Professional Management<\/h2>\n<p id=\"cadden_1.0-ch03_s02_s06_p01\" class=\"para editable block no-indent\">The decision to hire a <span class=\"margin_term\"><a class=\"glossterm\"><em><strong><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_86_653\">professional manager<\/a><\/strong><\/em> <\/a><\/span>is likely one of the most important and difficult hiring decisions that a family business owner will have to make.\u00a0\u201cA typical argument\u2026is that professional non-family managers should be brought in to provide \u2018objectivity\u2019 and \u2018rationality\u2019 to the family firm.\u201d\u00a0There are several problems with this way of thinking. First, it perpetuates the outdated notion that family members are not professional, that the smartest thing for a family business to do is to bring in professional management\u2014as quickly as possible.\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_064\"><a class=\"footnote\" title=\"Annika Hall and Mattias Nordqvist, \u201cProfessional Management in Family Businesses: Toward an Extended Understanding,\u201d Family Business Review 21, no. 1 (2008): 51\u201369.\" id=\"return-footnote-86-67\" href=\"#footnote-86-67\" aria-label=\"Footnote 67\"><sup class=\"footnote\">[67]<\/sup><\/a><\/span><\/p>\n<p id=\"cadden_1.0-ch03_s02_s06_p03\" class=\"para editable block no-indent\">Second, professional managers are not always prepared to deal with the special nature of family-owned businesses. \u201cThe influence of families on businesses they own and manage is often invisible to management theorists and business schools. The core topics of management education\u2014organizational behavior, strategy, finance, marketing, production, and accounting\u2014are taught without differentiating between family and non-family businesses.\u201d\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_065\"><a class=\"footnote\" title=\"Kelin E. Gersick et al., Generation to Generation: Life Cycles of the Family Business (Cambridge, MA: Owner Managed Business Institute, Harvard Business School Press, 1997), 4\" id=\"return-footnote-86-68\" href=\"#footnote-86-68\" aria-label=\"Footnote 68\"><sup class=\"footnote\">[68]<\/sup><\/a><\/span> This does an injustice to the unique workings of a family-owned business.<\/p>\n<p id=\"cadden_1.0-ch03_s02_s06_p04\" class=\"para editable block no-indent\">Third, a professional manager from the outside is not always prepared, perhaps not even most of the time, to deal with the special nature of family companies. The dominant view on professional management downplays the importance of the social and the cultural context. \u201cThis is a problem in family firms where family relations, norms, and values are crucial to the workings and development of the business.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_066\"><a class=\"footnote\" title=\"Annika Hall and Mattias Nordqvist, \u201cProfessional Management in Family Businesses: Toward an Extended Understanding,\u201d Family Business Review 21, no. 1 (2008): 51\u201369\" id=\"return-footnote-86-69\" href=\"#footnote-86-69\" aria-label=\"Footnote 69\"><sup class=\"footnote\">[69]<\/sup><\/a><\/span> It is argued that the meaning business families attach to their businesses is guided by family values and expectations\u2014so much so that \u201canything or anyone that interrupts this fragility could send the business into chaos.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_067\"><a class=\"footnote\" title=\"Annika Hall and Mattias Nordqvist, \u201cProfessional Management in Family Businesses: Toward an Extended Understanding,\u201d Family Business Review 21, no. 1 (2008): 51\u201369.\" id=\"return-footnote-86-70\" href=\"#footnote-86-70\" aria-label=\"Footnote 70\"><sup class=\"footnote\">[70]<\/sup><\/a><\/span><\/p>\n<p id=\"cadden_1.0-ch03_s02_s06_p05\" class=\"para editable block no-indent\">The hiring of an outside manager, therefore, should include an assessment of both <span class=\"margin_term\"><a class=\"glossterm\"><em><strong><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_86_651\">formal competence<\/a><\/strong><\/em>: f<\/a><span class=\"glossdef\">ormal education, training, and experience outside the family business<\/span><\/span>\u00a0and <span class=\"margin_term\"><em><strong><a class=\"glossterm\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_86_652\">cultural competence<\/a><\/a><\/strong><\/em><a class=\"glossterm\">: a<\/a><span class=\"glossdef\">n understanding of the culture of a specific firm.<\/span><\/span>\u00a0Although it is certainly helpful and appropriate, formal competence is not sufficient for managerial effectiveness. It needs to be supplemented with cultural competence, an understanding of the culture of a specific firm. Interestingly, most family businesses look only to formal competence when selecting a CEO.\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_068\"><a class=\"footnote\" title=\"Annika Hall and Mattias Nordqvist, \u201cProfessional Management in Family Businesses: Toward an Extended Understanding,\u201d Family Business Review 21, no. 1 (2008): 51\u201369.\" id=\"return-footnote-86-71\" href=\"#footnote-86-71\" aria-label=\"Footnote 71\"><sup class=\"footnote\">[71]<\/sup><\/a><\/span><\/p>\n<div class=\"callout block\" id=\"cadden_1.0-ch03_s02_s06_n01\">\n<h2 class=\"title\">Culture and Non-family CEOs<span class=\"blockquote\" id=\"cadden_1.0-ch03_s02_s06_bl02\"><\/span><\/h2>\n<\/div>\n<p class=\"no-indent\">It is extremely important to understand the culture of the family firm. It means that as a leader you have to be sensitive to the organization\u2019s reactions on the things you say and do. I have a long-term employee on my management team, and she is my guide in these issues. She can tell me how the organization will react and how things are likely to be received. We have to build on the past even though we have to do a lot of things in new and different ways. But because of the culture, this might be very sensitive (<em>The words of a non-family\u00a0CEO in a family business<\/em>).<\/p>\n<p class=\"no-indent\">As a non-family CEO, you have to have in-depth respect for the invisible forces among the employees in the family firm. You cannot escape the fact that there will always be special bonds between the family firm and the owner. Always (<em>The words of a non-family\u00a0CEO in a family business<\/em>). <a class=\"footnote\" title=\"Annika Hall and Mattias Nordqvist, \u201cProfessional Management in Family Businesses: Toward an Extended Understanding,\u201d Family Business Review 21, no. 1 (2008): 51\u201369.\" id=\"return-footnote-86-72\" href=\"#footnote-86-72\" aria-label=\"Footnote 72\"><sup class=\"footnote\">[72]<\/sup><\/a><\/p>\n<p id=\"cadden_1.0-ch03_s02_s06_p08\" class=\"para editable block no-indent\">One concern of family businesses may be that the hiring of a non-family manager will result in the loss of their \u201cfamiliness.\u201d However, one study found that, even with non-family managers, bringing non-family management activities, styles, and characteristics, \u201c[T]he special and unique aspects and forces of the system of the family, its individual family members, and the business itself provide a synergistic force that offsets the outside influences of the [non-family managers].\u201d\u00a0This same study acknowledged, however, that their research did not focus on understanding at what point, or percentage of non-family members, the feeling of \u201cfamiliness\u201d will begin to erode.\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_071\"><a class=\"footnote\" title=\"Matthew C. Sonfield and Robert N. Lussier, \u201cFamily-Member and Non-family-Member Managers in Family Businesses,\u201d Journal of Small Business and Enterprise Development 16, no. 2 (2009): 196\u2013209.\" id=\"return-footnote-86-73\" href=\"#footnote-86-73\" aria-label=\"Footnote 73\"><sup class=\"footnote\">[73]<\/sup><\/a><\/span><\/p>\n<\/div>\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s07\">\n<h2 class=\"title editable block\">Employment Qualifications<\/h2>\n<p id=\"cadden_1.0-ch03_s02_s07_p01\" class=\"para editable block\">One of the more difficult challenges that a family business must face is determining employment qualifications for employees, both family and non-family. The lack of a clear employment policy and process can lead to major conflicts in the company. Unfortunately, it would appear that, despite their benefit, most family businesses have a family employment policy.<span class=\"footnote\" id=\"cadden_1.0-fn03_072\"><a class=\"footnote\" title=\"\u201cGARBAGE IN\u2014GARBAGE OUT: Family Employment Policies,\u201d ReGENERATION Partners, May 2002, accessed October 8, 2011, www.regeneration-partners.com\/artman\/uploads\/20-2002-may-news.pdf\" id=\"return-footnote-86-74\" href=\"#footnote-86-74\" aria-label=\"Footnote 74\"><sup class=\"footnote\">[74]<\/sup><\/a><a class=\"link\" target=\"_blank\" href=\"http:\/\/www.regeneration-partners.com\/artman\/uploads\/20-2002-may-news.pdf\" rel=\"noopener noreferrer\"><\/a>.<\/span> As a result, many family businesses may end up with more employees from the family than the company needs, and some of these people may not even be qualified or suitable for the jobs they have been given. \u201cSome family businesses even find themselves acquiring businesses that have no relationship with their original business or keeping some unprofitable business lines just to make sure that everybody in the family gets a job within the company.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_073\"><a class=\"footnote\" title=\"\u201cFamily Member Employment Policies (Case Study 1: SABIS),\u201d IFC Corporate Governance, 2006, accessed October 8, 2011, www.smetoolkit.org\/smetoolkit\/en\/content\/en\/6742\/Family-Member-Employment-Policies-Case-Study-1 -SABIS%C2%AE-\" id=\"return-footnote-86-75\" href=\"#footnote-86-75\" aria-label=\"Footnote 75\"><sup class=\"footnote\">[75]<\/sup><\/a><a class=\"link\" target=\"_blank\" href=\"http:\/\/www.smetoolkit.org\/smetoolkit\/en\/content\/en\/6742\/Family-Member-Employment-Policies-Case-Study-1-SABIS%C2%AE-\" rel=\"noopener noreferrer\"><\/a>.<\/span> This kind of situation benefits no one.<\/p>\n<p id=\"cadden_1.0-ch03_s02_s07_p02\" class=\"para editable block no-indent\">A written family-business employment policy can solve a myriad of problems because it spells out the specific terms for family and non-family members with respect to recruiting, hiring, promoting, compensating, and terminating. One recommendation is that an ideal family employment policy should include the following:<span class=\"footnote\" id=\"cadden_1.0-fn03_074\"><a class=\"footnote\" title=\"\u201cGARBAGE IN\u2014GARBAGE OUT: Family Employment Policies,\u201d ReGENERATION Partners, May 2002, accessed October 8, 2011, www.regeneration-partners.com\/artman\/uploads\/20-2002-may-news.pdf.\" id=\"return-footnote-86-76\" href=\"#footnote-86-76\" aria-label=\"Footnote 76\"><sup class=\"footnote\">[76]<\/sup><\/a><\/span><\/p>\n<ul id=\"cadden_1.0-ch03_s02_s07_l01\" class=\"itemizedlist editable block\">\n<li>\u201cExplain the family employment policy\u2019s purpose and philosophy.\u201d<\/li>\n<li>\u201cDescribe how family members will apply and be considered for positions.\u201d<\/li>\n<li>\u201cCover the general conditions of employment, including compensation and supervision.\u201d<\/li>\n<li>\u201cOutline the approach to be taken in developing and promoting family business members.\u201d<\/li>\n<li>Make clear that family members will be completing the same applications that other candidates will complete.<\/li>\n<li>Include an inspiring and upbeat reminder that the policy\u2019s purpose is to help the family business succeed and to support, develop, and motivate family members to lead successful and productive lives.<\/li>\n<li>Have all family business owners sign the policy, indicating they have read and agreed to it.<\/li>\n<\/ul>\n<p id=\"cadden_1.0-ch03_s02_s07_p03\" class=\"para editable block\">Others have recommended \u201cthat family members meet three qualifications before they are allowed to join the family business on a permanent basis: an appropriate educational background; three to five years\u2019 outside work experience; and an open, existing position in the firm that matches their background.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_075\"><a class=\"footnote\" title=\"Craig E. Aronoff and John L. Ward, Family Business Succession: The Final Test of Greatness (Marietta, GA: Business Owner Resources, 1992), as cited in \u201cNepotism,\u201d Reference for Business.com, 2010, accessed October 8, 2011, www.referenceforbusiness.com\/small\/Mail-Op\/Nepotism.html.\" id=\"return-footnote-86-77\" href=\"#footnote-86-77\" aria-label=\"Footnote 77\"><sup class=\"footnote\">[77]<\/sup><\/a><\/span><\/p>\n<p id=\"cadden_1.0-ch03_s02_s07_p04\" class=\"para editable block no-indent\">There are no rules that dictate the content of a family business employment policy, so differences from one family business to another can be expected. However, it is very important \u201cto set employment conditions that do not discriminate against or favor family members. This would help establish an atmosphere of fairness and motivation for all employees of the family business.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_076\"><a class=\"footnote\" title=\"\u201cFamily Member Employment Policies (Case Study 1: SABIS),\u201d IFC Corporate Governance, 2006, accessed October 8, 2011, www.smetoolkit.org\/smetoolkit\/en\/content\/en\/6742\/Family-Member-Employment-Policies-Case-Study-1-SABIS%C2% AE-.\" id=\"return-footnote-86-78\" href=\"#footnote-86-78\" aria-label=\"Footnote 78\"><sup class=\"footnote\">[78]<\/sup><\/a><\/span><\/p>\n<p id=\"cadden_1.0-ch03_s02_s07_p05\" class=\"para editable block no-indent\">The benefits of an employment policy notwithstanding, the idea may be met with resistance. There may be the feeling that hiring decisions for family members should be separate from the hiring decisions for non-family members because being a family member provides special qualifications that cannot be matched by someone outside the family. How to proceed will ultimately fall on the shoulders of the family business owner.<\/p>\n<\/div>\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s08\">\n<h2 class=\"title editable block no-indent\">Salaries and Compensation<\/h2>\n<p id=\"cadden_1.0-ch03_s02_s08_p01\" class=\"para editable block no-indent\">As difficult as hiring decisions may be for the family business, decisions about salaries and compensation are probably even worse. No matter how well intentioned and well designed the company\u2019s compensation plan may be, there will still be jealousies, hard feelings, severed sibling relationships, and even lawsuits, particularly among those family members who feel they have been treated unfairly. <span class=\"footnote\" id=\"cadden_1.0-fn03_077\"><a class=\"footnote\" title=\"\u201cFamily Owned Businesses: Compensation in Family Businesses,\u201d Gaebler.com Resources for Entrepreneurs, 2010, accessed October 8, 2011, www.gaebler.com\/Compensation-in-Family-Businesses.htm\" id=\"return-footnote-86-79\" href=\"#footnote-86-79\" aria-label=\"Footnote 79\"><sup class=\"footnote\">[79]<\/sup><\/a><\/span> This presents a daunting challenge: how to develop a compensation plan that will be fair to family members and good for the business:<span class=\"blockquote block\" id=\"cadden_1.0-ch03_s02_s08_bl01\"><\/span><\/p>\n<p class=\"no-indent\">One of the greatest struggles of operating a family business is separating the family from the business. Oh yes, there are many great benefits to having family in the business and to being a family member in a family business, but the most difficult problems result when \u201cfamily values\u201d and issues take over, leaving business values and needs wanting. There is no greater source for family business problems\u2014nor more fertile ground for their cure\u2014than the family business compensation systems.\u00a0<span style=\"font-size: 14pt;\"><a class=\"footnote\" title=\"Bernard J. D\u2019Avella Jr. and Hannoch Weisman, \u201cWhy Compensation for Family Members Should Be at Market Value,\u201d Fairleigh Dickinson University, 2010, accessed October 8, 2011, view.fdu.edu\/default.aspx?id=2344\" id=\"return-footnote-86-80\" href=\"#footnote-86-80\" aria-label=\"Footnote 80\"><sup class=\"footnote\">[80]<\/sup><\/a><\/p>\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s08_s01\">\n<h2 class=\"title editable block\">Some of the Problems<\/h2>\n<p id=\"cadden_1.0-ch03_s02_s08_s01_p01\" class=\"para editable block\">Family businesses often make several common mistakes when developing their compensation plans.<\/p>\n<ul id=\"cadden_1.0-ch03_s02_s08_s01_l01\" class=\"itemizedlist editable block\">\n<li>They consider fair compensation to be equal compensation for all family members, sometimes even for the owner. This creates a very sticky situation because all family members are not created equal. \u201cIt is sometimes difficult to assess and compare the talents of family members who are also employees. Nor do all family members contribute equally to the business. As a result of the stress that this causes, many family business owners ignore the problem and let compensation become a breeding ground for dissension in the family.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_079\"><a class=\"footnote\" title=\"Kathy Marshack, \u201cHow to Arrive at Fair Compensation in a Family Business,\u201d American Chronicle, February 29, 2008, accessed October 8, 2011, www.americanchronicle.com\/articles\/view\/53757\" id=\"return-footnote-86-81\" href=\"#footnote-86-81\" aria-label=\"Footnote 81\"><sup class=\"footnote\">[81]<\/sup><\/a><\/span><\/li>\n<li>They do not compensate wives for the work they do. The reason often given? It saves on taxes. Not surprisingly, this approach leaves wives isolated from the business, invisible in the decision-making process, and unappreciated. This problem extends to the compensation of sons and daughters as well. A survey by Mass Mutual Insurance Company\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_080\"><a class=\"footnote\" title=\"Referenced in Kathy Marshack, \u201cHow to Arrive at Fair Compensation in a Family Business,\u201d American Chronicle, February 29, 2008, accessed October 8, 2011, www.americanchronicle.com\/articles\/view\/53757.\" id=\"return-footnote-86-82\" href=\"#footnote-86-82\" aria-label=\"Footnote 82\"><sup class=\"footnote\">[82]<\/sup><\/a><\/span> reported a big discrepancy among the salaries of sons and daughters in family businesses across America. The average salary of the typical son in a family business was $115,000, while his sister earned only $19,000. This may be due to the tendency of sons being groomed for leadership, while daughters are groomed for the supportive roles that command lower salaries.<\/li>\n<li>The compensation for family members is higher than that for non-family members, but the differential is not tied to the actual job requirements or performance. This situation can lead to anger, reduced motivation, resentment, and eventual departure of the non-family member from the firm.<\/li>\n<li>\n<p class=\"para\">The business overpays family members\u2014for a variety of reasons:<span class=\"footnote\" id=\"cadden_1.0-fn03_081\"><a class=\"footnote\" title=\"Ellen Frankenberg, \u201cEqual Isn\u2019t Always Fair: Making Tough Decisions about Transmitting Family Assets,\u201d Frankenberg Group, 2010, accessed October 8, 2011, www.frankenberggroup.com\/equal-isnt-always-fair-making-tough-decisions-about -transmitting-family-assets.html.\" id=\"return-footnote-86-83\" href=\"#footnote-86-83\" aria-label=\"Footnote 83\"><sup class=\"footnote\">[83]<\/sup><\/a><\/span><\/p>\n<ul id=\"cadden_1.0-ch03_s02_s08_s01_l02\" class=\"itemizedlist\">\n<li>\u201cGuilt, because mom &amp; pop were so busy working when the kids were young.\u201d<\/li>\n<li>\u201cFear of conflict, because someone\u2019s wife threatens not to come to the family picnic.\u201d<\/li>\n<li>\u201cResistance to change, because \u2018That\u2019s the way we\u2019ve always done it.\u2019\u201d<\/li>\n<li>\u201cInability to confront family members who feel \u2018entitled\u2019 to inflated salaries.\u201d<\/li>\n<li>\u201cDetermination to minimize estate taxes by transferring wealth through compensation.\u201d<\/li>\n<\/ul>\n<\/li>\n<li>\n<p class=\"para\">Emotional pressures are allowed to determine compensation policies. What this means is that compensation is not correctly determined by job requirements and performance in those jobs. When this happens, small problems develop centrifugal force:<span class=\"footnote\" id=\"cadden_1.0-fn03_082\"><a class=\"footnote\" title=\"Ellen Frankenberg, \u201cEqual Isn\u2019t Always Fair: Making Tough Decisions about Transmitting Family Assets,\u201d Frankenberg Group, 2010, accessed October 8, 2011, www.frankenberggroup.com\/equal-isnt-always-fair-making-tough-decisions-about -transmitting-family-assets.html.\" id=\"return-footnote-86-84\" href=\"#footnote-86-84\" aria-label=\"Footnote 84\"><sup class=\"footnote\">[84]<\/sup><\/a><\/span><\/p>\n<ul id=\"cadden_1.0-ch03_s02_s08_s01_l03\" class=\"itemizedlist\">\n<li>\u201cFighting between sibling\/cousin partners increases.\u201d<\/li>\n<li>\u201cHard-working family members and employees lose morale.\u201d<\/li>\n<li>\u201cWell-motivated competent employees leave the company.\u201d<\/li>\n<li>\u201cThe company loses its competitive edge and growth potential.\u201d<\/li>\n<li>\u201cFamily harmony decreases.\u201d<\/li>\n<li>\u201cThe value of the company declines, or it is sold\u2014for the wrong reasons.\u201d<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/div>\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s08_s02\">\n<h2 class=\"title editable block\">Some of the Solutions<\/h2>\n<p id=\"cadden_1.0-ch03_s02_s08_s02_p01\" class=\"para editable block\">Developing a fair compensation plan for the family business is not easy. It requires good faith, trust, and good business sense. The dollar amounts offered to family members will be critical, but the more pressing issue is fairness. <span class=\"footnote\" id=\"cadden_1.0-fn03_083\"><a class=\"footnote\" title=\"Dean Fowler and Peg Masterson Edquist, \u201cEvaluate the Pros and Cons of Employing Family Members,\u201d Business Journal, June 6, 2003, accessed October 8, 2011, www.bizjournals.com\/milwaukee\/stories\/2003\/06\/09\/smallb6.html\" id=\"return-footnote-86-85\" href=\"#footnote-86-85\" aria-label=\"Footnote 85\"><sup class=\"footnote\">[85]<\/sup><\/a><\/span> Unfortunately, fairness is often construed as equality. This must be avoided.<\/p>\n<p id=\"cadden_1.0-ch03_s02_s08_s02_p02\" class=\"para editable block no-indent\">There is no template for designing a compensation plan for family businesses, but there are several recommendations:<span class=\"footnote\" id=\"cadden_1.0-fn03_084\"><a class=\"footnote\" title=\"Bernard J. D\u2019Avella Jr. and Hannoch Weisman, \u201cWhy Compensation for Family Members Should Be at Market Value,\u201d Fairleigh Dickinson University, 2010, accessed October 8, 2011, view.fdu.edu\/default.aspx?id=2344.\" id=\"return-footnote-86-86\" href=\"#footnote-86-86\" aria-label=\"Footnote 86\"><sup class=\"footnote\">[86]<\/sup><\/a><\/span><\/p>\n<ul id=\"cadden_1.0-ch03_s02_s08_s02_l01\" class=\"itemizedlist editable block\">\n<li>\n<p class=\"no-indent\">Develop accurate job descriptions for each employee that include responsibilities, level of authority, technical skills, level of experience and education required for the job, and goals for an annual performance review. In a performance-based company, the amount of stock owned by a family member will not be related to his or her compensation.<\/p>\n<\/li>\n<li>\n<p class=\"no-indent\">Develop a clear philosophy of compensation so that everyone understands the standards that are used to pay people. The following is a sample of a written compensation plan philosophy that was developed by one family.<\/p>\n<\/li>\n<\/ul>\n<p class=\"no-indent\"><span class=\"blockquote block\" id=\"cadden_1.0-ch03_s02_s08_s02_bl01\">Family members employed in the business will be paid according to the standards in our region, as reported by our trade association, for a specific position, in companies of our size. In order to retain good employees we will pay all employed family members and other managers within the top quartile of our industry\u2019s standards. Additional compensation will be based on success in reaching specific company goals, with bonuses shared among all members of the management team. Individual incentives will be determined according to measurable goals for job performance determined each year, and reviewed by the appropriate manager.<span class=\"footnote\" id=\"cadden_1.0-fn03_085\"><a class=\"footnote\" title=\"Ellen Frankenberg, \u201cEqual Isn\u2019t Always Fair: Making Tough Decisions about Transmitting Family Assets,\u201d Frankenberg Group, 2010, accessed October 8, 2011, www.frankenberggroup.com\/equal-isnt-always-fair-making-tough-decisions-about -transmitting-family-assets.html.\" id=\"return-footnote-86-87\" href=\"#footnote-86-87\" aria-label=\"Footnote 87\"><sup class=\"footnote\">[87]<\/sup><\/a><\/span><br \/>\n<\/span><\/p>\n<ul id=\"cadden_1.0-ch03_s02_s08_s02_l03\" class=\"itemizedlist editable block\">\n<li>Gather information about the salaries of similar positions in the industry of the family business in the applicable region of the country. Look at companies that are similar in the number of employees, revenue, and product. If possible, obtain salary and benefit information.<\/li>\n<li>Have the base salary for each position be consistent with the salaries and wages paid for comparable positions at similarly sized businesses. Paying at this market value will have an excellent effect on non-family members because they will feel that they are on an even playing field. There will be a positive effect on business morale.<\/li>\n<li>The family business owner might consider seeking outside help in determining compensation levels for individual family members. However, this assistance must be seen as truly objective, with no reason to favor one viewpoint over another.<\/li>\n<\/ul>\n<div class=\"callout block\" id=\"cadden_1.0-ch03_s02_s08_s02_n01\">\n<h3 class=\"title\">Oh, Those Sleepless Nights!<\/h3>\n<p id=\"cadden_1.0-ch03_s02_s08_s02_p04\" class=\"para\">A recent family business survey\u00a0reported that the following things keep family business owners awake at night.\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_086\"><a class=\"footnote\" title=\"\u201cThe Family Business Survey 2008\/2009,\u201d Praxity, 2009, accessed October 8, 2011, http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx.\" id=\"return-footnote-86-88\" href=\"#footnote-86-88\" aria-label=\"Footnote 88\"><sup class=\"footnote\">[88]<\/sup><\/a><\/span><\/p>\n<h3>Table 3.1 Top Factors Business Owners Lose Sleep Over<\/h3>\n<div class=\"informaltable\">\n<table style=\"border-spacing: 0px;\" cellpadding=\"0\">\n<thead>\n<tr style=\"height: 48px;\">\n<th style=\"width: 42px; height: 48px;\">Rank<\/th>\n<th style=\"width: 347px; height: 48px;\">The Nightmare<\/th>\n<th style=\"width: 144px; height: 48px;\">Percentage Citing as a Significant Concern (%)<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr style=\"height: 24px;\">\n<td style=\"width: 42px; text-align: center; height: 24px;\">1<\/td>\n<td style=\"width: 347px; height: 24px;\">Family members can never get away from work.<\/td>\n<td style=\"width: 144px; text-align: center; height: 24px;\">18<\/td>\n<\/tr>\n<tr style=\"height: 24px;\">\n<td style=\"width: 42px; text-align: center; height: 24px;\">2<\/td>\n<td style=\"width: 347px; height: 24px;\">Business disagreements can put strain on family relationships.<\/td>\n<td style=\"width: 144px; text-align: center; height: 24px;\">17<\/td>\n<\/tr>\n<tr style=\"height: 24px;\">\n<td style=\"width: 42px; text-align: center; height: 24px;\">3<\/td>\n<td style=\"width: 347px; height: 24px;\">Emotional aspects can get in the way of important business decisions.<\/td>\n<td style=\"width: 144px; text-align: center; height: 24px;\">16<\/td>\n<\/tr>\n<tr style=\"height: 24px;\">\n<td style=\"width: 42px; text-align: center; height: 24px;\">4<\/td>\n<td style=\"width: 347px; height: 24px;\">Transition to the next generation is more difficult than a third-party sale.<\/td>\n<td style=\"width: 144px; text-align: center; height: 24px;\">10<\/td>\n<\/tr>\n<tr style=\"height: 24px;\">\n<td style=\"width: 42px; text-align: center; height: 24px;\">5<\/td>\n<td style=\"width: 347px; height: 24px;\">There can often be conflicts regarding the fairness of reward for effort.<\/td>\n<td style=\"width: 144px; text-align: center; height: 24px;\">9<\/td>\n<\/tr>\n<tr style=\"height: 24px;\">\n<td style=\"width: 42px; text-align: center; height: 24px;\">6<\/td>\n<td style=\"width: 347px; height: 24px;\">The business rewards are not necessarily based on merit.<\/td>\n<td style=\"width: 144px; text-align: center; height: 24px;\">8<\/td>\n<\/tr>\n<tr style=\"height: 24px;\">\n<td style=\"width: 42px; text-align: center; height: 24px;\">7<\/td>\n<td style=\"width: 347px; height: 24px;\">Family members find it difficult to be individuals in their own right.<\/td>\n<td style=\"width: 144px; text-align: center; height: 24px;\">5<\/td>\n<\/tr>\n<tr style=\"height: 24px;\">\n<td style=\"width: 42px; text-align: center; height: 24px;\">8<\/td>\n<td style=\"width: 347px; height: 24px;\">Difficulties arise in attracting professional management.<\/td>\n<td style=\"width: 144px; text-align: center; height: 24px;\">5<\/td>\n<\/tr>\n<tr style=\"height: 24px;\">\n<td style=\"width: 42px; text-align: center; height: 24px;\">9<\/td>\n<td style=\"width: 347px; height: 24px;\">Children can be spoiled through inequitable rewards.<\/td>\n<td style=\"width: 144px; text-align: center; height: 24px;\">4<\/td>\n<\/tr>\n<tr style=\"height: 24px;\">\n<td style=\"width: 42px; text-align: center; height: 24px;\">10<\/td>\n<td style=\"width: 347px; height: 24px;\">Outside shareholders do not contribute but take payouts from the business.<\/td>\n<td style=\"width: 144px; text-align: center; height: 24px;\">3<\/td>\n<\/tr>\n<tr style=\"height: 48px;\">\n<td style=\"width: 42px; text-align: center; height: 48px;\">11<\/td>\n<td style=\"width: 347px; height: 48px;\">The family is always put before the business and therefore can be less efficient.<\/td>\n<td style=\"width: 144px; text-align: center; height: 48px;\">3<\/td>\n<\/tr>\n<tr style=\"height: 24px;\">\n<td style=\"width: 42px; text-align: center; height: 24px;\">12<\/td>\n<td style=\"width: 347px; height: 24px;\">Past deeds are never forgotten and are brought up at inappropriate times.<\/td>\n<td style=\"width: 144px; text-align: center; height: 24px;\">2<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<p id=\"cadden_1.0-ch03_s02_s08_s02_p05\" class=\"para\">Other urgent issues identified by a different family business survey included, in order of importance, the following:<span class=\"footnote\" id=\"cadden_1.0-fn03_087\"><a class=\"footnote\" title=\"\u201cAmerican Family Business Survey,\u201d Mass Mutual Financial Group, 2007, accessed October 8, 2011, www.massmutual.com\/mmfg\/pdf\/afbs.pdf.\" id=\"return-footnote-86-89\" href=\"#footnote-86-89\" aria-label=\"Footnote 89\"><sup class=\"footnote\">[89]<\/sup><\/a><\/span><\/p>\n<ul id=\"cadden_1.0-ch03_s02_s08_s02_l02\" class=\"itemizedlist\">\n<li>Labor costs<\/li>\n<li>Health-care costs<\/li>\n<li>Finding qualified employees<\/li>\n<li>Foreign competition<\/li>\n<li>Labor union demands<\/li>\n<li>Domestic competition<\/li>\n<li>Oil prices<\/li>\n<li>Availability of credit from lenders<\/li>\n<li>Estate taxes<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<\/div>\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s09\">\n<h2 class=\"title editable block\">Succession<\/h2>\n<p id=\"cadden_1.0-ch03_s02_s09_p01\" class=\"para editable block\">Another important issue that is particularly difficult for family businesses is <strong class=\"emphasis bold\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_86_659\">succession<\/a><\/strong>. As mentioned earlier in this chapter, succession is about passing the business to the next generation. Decisions have to be made about who will take over the leadership and\/or ownership of the company when the current generation dies or retires\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_088\"><a class=\"footnote\" title=\"\u201cFamily Owned Businesses Law and Legal Definition,\u201d USLegal.com, 2010, accessed October 8, 2011, definitions.uslegal.com\/f\/family-owned-businesses\" id=\"return-footnote-86-90\" href=\"#footnote-86-90\" aria-label=\"Footnote 90\"><sup class=\"footnote\">[90]<\/sup><\/a><a class=\"link\" target=\"_blank\" href=\"http:\/\/definitions.uslegal.com\/f\/family-owned-businesses\" rel=\"noopener noreferrer\"><\/a>.<\/span> Interestingly, \u201conly a third of all family businesses successfully make the transition to the second generation largely because succeeding generations either aren\u2019t interested in running the business or make drastic changes when they take the helm.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_089\"><a class=\"footnote\" title=\"\u201cFamily Business Statistics,\u201d Gaebler.com: Resources for Entrepreneurs, October 10, 2010, accessed October 8, 2011, www.gaebler.com\/Family-Business-Statistics.htm\" id=\"return-footnote-86-91\" href=\"#footnote-86-91\" aria-label=\"Footnote 91\"><sup class=\"footnote\">[91]<\/sup><\/a><a class=\"link\" target=\"_blank\" href=\"http:\/\/www.gaebler.com\/Family-Business-Statistics.htm\" rel=\"noopener noreferrer\"><\/a>.<\/span> There are family businesses that manage the transition across generations quite easily because the succession process chooses only the children willing and able to join and work with the prevailing family, business values, and goals. Unfortunately, there are also instances in which children have had to leave school as soon as legally allowed, not equipped to manage either the business, their lives, or their family. These children spend many resentful years in the business until it fails.<span class=\"footnote\" id=\"cadden_1.0-fn03_090\"><a class=\"footnote\" title=\"Sue Birley, \u201cAttitudes of Owner-Managers\u2019 Children Towards Family and Business Issues,\u201d Entrepreneurship Theory and Practice, Spring 2002, 5\u201319.\" id=\"return-footnote-86-92\" href=\"#footnote-86-92\" aria-label=\"Footnote 92\"><sup class=\"footnote\">[92]<\/sup><\/a><\/span><\/p>\n<p id=\"cadden_1.0-ch03_s02_s09_p02\" class=\"para editable block no-indent\">Passing the family business to the next generation is a difficult thing to do, but succession is a matter of some urgency because 40 percent of US businesses are facing the issue of succession at any given point in time.\u00a0<span class=\"footnote\" id=\"cadden_1.0-fn03_091\"><a class=\"footnote\" title=\"Nancy Bowman-Upton, \u201cTransferring Management in the Family-Owned Business,\u201d Small Business Administration, 1991, accessed October 8, 2011, www.sbaonline.sba.gov\/idc\/groups\/public\/documents\/sba_homepage\/serv_sbp _exit.pdf.\" id=\"return-footnote-86-93\" href=\"#footnote-86-93\" aria-label=\"Footnote 93\"><sup class=\"footnote\">[93]<\/sup><\/a><\/span><\/p>\n<p class=\"para editable block no-indent\">This urgency notwithstanding, there are several forces that act against succession planning:<span class=\"footnote\" id=\"cadden_1.0-fn03_092\"><a class=\"footnote\" title=\"Ivan Lansberg, \u201cThe Succession Conspiracy,\u201d Family Business Review 1 (1981): 119\u201344, as cited in Nancy Bowman-Upton, \u201cTransferring Management in the Family-Owned Business,\u201d Small Business Administration, 1991, accessed October 8, 2011, www.sbaonline.sba.gov\/idc\/groups\/public\/documents\/sba_homepage\/serv_sbp _exit.pdf.\" id=\"return-footnote-86-94\" href=\"#footnote-86-94\" aria-label=\"Footnote 94\"><sup class=\"footnote\">[94]<\/sup><\/a><\/span><\/p>\n<ol id=\"cadden_1.0-ch03_s02_s09_l01\" class=\"orderedlist editable block\">\n<li>\n<p class=\"para\">Founder<\/p>\n<ul id=\"cadden_1.0-ch03_s02_s09_l02\" class=\"itemizedlist\">\n<li>Fear of death<\/li>\n<li>Reluctance to let go of power and control<\/li>\n<li>Personal loss of identity<\/li>\n<li>Fear of losing work activity<\/li>\n<li>Feelings of jealousy and rivalry toward successor<\/li>\n<\/ul>\n<\/li>\n<li>\n<p class=\"para\">Family<\/p>\n<ul id=\"cadden_1.0-ch03_s02_s09_l03\" class=\"itemizedlist\">\n<li>Founder\u2019s spouse\u2019s reluctance to let go of role in firm<\/li>\n<li>Norms against discussing family\u2019s future beyond lifetime of parents<\/li>\n<li>Norms against favoring siblings<\/li>\n<li>Fear of parental death<\/li>\n<\/ul>\n<\/li>\n<li>\n<p class=\"para\">Employees<\/p>\n<ul id=\"cadden_1.0-ch03_s02_s09_l04\" class=\"itemizedlist\">\n<li>Reluctance to let go of personal relationship with founder<\/li>\n<li>Fears of differentiating among key managers<\/li>\n<li>Reluctance to establish formal controls<\/li>\n<li>Fear of change<\/li>\n<\/ul>\n<\/li>\n<li>\n<p class=\"para\">Environmental<\/p>\n<ul id=\"cadden_1.0-ch03_s02_s09_l05\" class=\"itemizedlist\">\n<li>Founder\u2019s colleagues and friends continue to work<\/li>\n<li>Dependence of clients on founder<\/li>\n<li>Cultural values that discourage succession planning<\/li>\n<\/ul>\n<\/li>\n<\/ol>\n<p id=\"cadden_1.0-ch03_s02_s09_p03\" class=\"para editable block\">These are powerful forces working against succession planning, but they need to be overcome for the good of the founder, the family, and the business. It will be tricky to balance the needs of all three and fold them into a good succession plan.<\/p>\n<\/div>\n<div class=\"section\" id=\"cadden_1.0-ch03_s02_s10\">\n<h2 class=\"title editable block\">The Succession Plan<\/h2>\n<p id=\"cadden_1.0-ch03_s02_s10_p01\" class=\"para editable block\">Voyageur Transportation, a company in London, calls its successful succession planning program, \u201cIf you got hit by a beer truck, what would happen to your department?\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_093\"><a class=\"footnote\" title=\"\u201cSample Succession Planning Policy,\u201d accessed October 8, 2011, www.experienceworks.ca\/pdf\/successionpolicy.pdf\" id=\"return-footnote-86-95\" href=\"#footnote-86-95\" aria-label=\"Footnote 95\"><sup class=\"footnote\">[95]<\/sup><\/a><a class=\"link\" target=\"_blank\" href=\"http:\/\/www.experienceworks.ca\/pdf\/successionpolicy.pdf\" rel=\"noopener noreferrer\"><\/a>.<\/span> As a family business owner, you should pose this question in terms of yourself and your business. Hopefully, this will provide the impetus you need to develop a succession plan.<\/p>\n<p class=\"para editable block no-indent\"><span id=\"cadden_1.0-ch03_s02_s10_bl01\">A good succession plan outlines how the succession will occur and what criteria will be used to judge when the successor is ready to take on the task. It eases the founder\u2019s concerns about transferring the firm to someone else and provides time in which to prepare for a major change in lifestyle. It encourages the heirs to work in the business, rather than embarking on alternative careers, because they can see what roles they will be able to play. And it endeavors to provide what is best for the business; in other words, it recognizes that managerial ability is more important than birthright, and that appointing an outside candidate may be wiser than entrusting the company to a relative who has no aptitude for the work.<\/span><span><span id=\"cadden_1.0-fn03_094\"><a class=\"footnote\" title=\"\u201cMaking a Difference: The PricewaterhouseCoopers Family Business Survey 2007\/08,\u201d PriceWaterhouseCoopers, November 2007, accessed October 8, 2011, www.pwc.com\/en_TH\/th\/publications\/assets\/pwc_fbs_survey.pdf.\" id=\"return-footnote-86-96\" href=\"#footnote-86-96\" aria-label=\"Footnote 96\"><sup class=\"footnote\">[96]<\/sup><\/a><\/span><br \/>\n<\/span><\/p>\n<p id=\"cadden_1.0-ch03_s02_s10_p03\" class=\"para editable block no-indent\">A good succession plan will recognize and accept people\u2019s differences, not assume that the next generation wants the business; determine if heirs even have enough experience to run the business; consider fairness; and think and act like a business. The plan should also include a timetable of the transition stages, from the identification of a successor to the staged and then full transfer of responsibilities, and a contingency plan in case the unforeseen should happen, such as the departure or death of the intended successor or the intended successor declining the role.<span class=\"footnote\" id=\"cadden_1.0-fn03_095\"><a class=\"footnote\" title=\"\u201cFamily-Run Businesses: Succession Planning in Family Businesses,\u201d Business Link, accessed October 8, 2011, www.businesslink.gov.uk\/bdotg\/action\/detail?type =RESOURCES&amp;itemId=1074446767\" id=\"return-footnote-86-97\" href=\"#footnote-86-97\" aria-label=\"Footnote 97\"><sup class=\"footnote\">[97]<\/sup><\/a><\/span> It would also be helpful to get some good professional advice\u2014from company advisors who have expertise in the industry as well as other family-run businesses.<span class=\"footnote\" id=\"cadden_1.0-fn03_096\"><a class=\"footnote\" title=\"\u201cAvoid Feuds When Handing Down the Family Business,\u201d 2010, AllBusiness.com, 2010, accessed October 8, 2011, www.allbusiness.com\/buying-exiting-businesses\/exiting-a-business\/2975479-1.html.\" id=\"return-footnote-86-98\" href=\"#footnote-86-98\" aria-label=\"Footnote 98\"><sup class=\"footnote\">[98]<\/sup><\/a><\/span><\/p>\n<p id=\"cadden_1.0-ch03_s02_s10_p04\" class=\"para editable block no-indent\">Although each succession plan will be different, the following components should be seen as necessary for a good succession plan:<span class=\"footnote\" id=\"cadden_1.0-fn03_097\"><a class=\"footnote\" title=\"\u201cComponents of a Good Business Succession Plan,\u201d April 18, 2011, accessed October 8, 2011, www.entrepreneurshipsecret.com\/components-of-a-good-business -succession-plan.\" id=\"return-footnote-86-99\" href=\"#footnote-86-99\" aria-label=\"Footnote 99\"><sup class=\"footnote\">[99]<\/sup><\/a><\/span><\/p>\n<ol id=\"cadden_1.0-ch03_s02_s10_l01\" class=\"orderedlist editable block\">\n<li><strong class=\"emphasis bold\">Establish goals and objectives.<\/strong> As the family business owner, you must establish your personal goals and vision for the business and your future role in its operation. You should include your retirement goals, family member goals, goals of other stakeholders (e.g., partners, shareholders, and employees), and goals relating to what should happen in the case of your illness, death, or disability.<\/li>\n<li><strong class=\"emphasis bold\">Family involvement in the decision-making process.<\/strong> If the family and stakeholders who are involved in the decision-making process are kept informed of the decisions being made, many of the problems related to inheritance, management, and ownership issues will be alleviated. Communication, the process for handling family change and disputes, the family vision for the business, and the relationship between the family and the business should be addressed. The surest path to family discord is developing the succession plan on your own and then announcing it.<span class=\"footnote\" id=\"cadden_1.0-fn03_098\"><a class=\"footnote\" title=\"Susan Ward, \u201cSix Business Succession Planning Tips,\u201d About.com, 2011, accessed October 8, 2011, sbinfocanada.about.com\/cs\/buysellabiz\/a\/succession1_2.htm.\" id=\"return-footnote-86-100\" href=\"#footnote-86-100\" aria-label=\"Footnote 100\"><sup class=\"footnote\">[100]<\/sup><\/a><\/span><\/li>\n<li><strong class=\"emphasis bold\">Identify successor(s).<\/strong> This section of the plan will address the issue of who takes over ownership and management of the business. Identification of the potential successor(s), training of the successor(s), building support for the successor(s), and teaching the successor(s) to build vision for the business are included here. Working with your successor(s) for a year or two before you hand over the business will increase the chances for success.<span class=\"footnote\" id=\"cadden_1.0-fn03_099\"><a class=\"footnote\" title=\"Susan Ward, \u201cSix Business Succession Planning Tips,\u201d About.com, 2011, accessed October 8, 2011, sbinfocanada.about.com\/cs\/buysellabiz\/a\/succession1_2.htm.\" id=\"return-footnote-86-101\" href=\"#footnote-86-101\" aria-label=\"Footnote 101\"><sup class=\"footnote\">[101]<\/sup><\/a><\/span><\/li>\n<li><strong class=\"emphasis bold\">Estate planning.<\/strong> Estate planning is important if you are planning to retire or want to take precautionary measures regarding the future of the business in the event you are unable to continue operation of the family business due to illness, disability, or death. You should consult a lawyer, an accountant, a financial\/estate planner, and a life insurance representative so that your benefits will be maximized. You will need to consider taxation, retirement income, provisions for other family members, and active\/nonactive family members.<\/li>\n<li><strong class=\"emphasis bold\">Contingency planning.<\/strong> Contingency planning is about unforeseen circumstances. It is about strategizing for the most likely \u201cwhat if\u201d scenarios (e.g., your death or disability). By thinking in terms of the unforeseen, you will be taking a proactive rather than reactive approach.<\/li>\n<li><strong class=\"emphasis bold\">Company structure and transfer methods.<\/strong> This section of the succession plan involves the review and updating of the organizational and structural plan for the organization taking into account the strengths and weaknesses of the successor. The following needs to be identified: the roles and the responsibilities of the successor, the filling of key positions, structuring of the business to fit the successor, the potential roles for the retiring owner, any legal complications, and financial issues.<\/li>\n<li><strong class=\"emphasis bold\">Business valuation.<\/strong> This section is relevant only if the business is being sold. Passing the business to a family member would not involve a business valuation.<\/li>\n<li><strong class=\"emphasis bold\">Exit strategy.<\/strong> With any succession, ownership will be transferred, and you will remove yourself from the day-to-day operations of the business. Alternatives will be compared, and a framework for making your final choices will be developed. The transfer method and the timelines are decided. The exit plan should then be published and distributed to everyone who is involved in the succession process.<\/li>\n<li><strong class=\"emphasis bold\">Implementation and follow-up.<\/strong> The succession plan should be reviewed regularly and revised as situations change. It should be a dynamic and a flexible document.<\/li>\n<\/ol>\n<p id=\"cadden_1.0-ch03_s02_s10_p05\" class=\"para editable block\">As difficult as the planning process can be, the goal should be a succession plan that will be in the best interests of all\u2014or most\u2014of the parties involved. Business interests should be put ahead of family interests, and merit should be emphasized over family position.<span class=\"footnote\" id=\"cadden_1.0-fn03_100\"><a class=\"footnote\" title=\"\u201cFamily Succession Plan First Then the Succession Plan for the Family\u2019s Business,\u201d Family Business Experts, 2011, accessed October 8, 2011, www.family-business-experts.com\/family-succession-plan.html.\" id=\"return-footnote-86-102\" href=\"#footnote-86-102\" aria-label=\"Footnote 102\"><sup class=\"footnote\">[102]<\/sup><\/a><\/span><\/p>\n<div class=\"callout editable block\" id=\"cadden_1.0-ch03_s02_s10_n01\">\n<h3 class=\"title\">The Family Business and Technology<\/h3>\n<p id=\"cadden_1.0-ch03_s02_s10_p06\" class=\"para no-indent\">In 2008, when R. Michael Johnson\u2014Mikee to everyone who knows him\u2014took over the pressure-treated lumber company his grandfather founded in 1952, he had a great idea: laptops for all managers and sales staff.<\/p>\n<p id=\"cadden_1.0-ch03_s02_s10_p07\" class=\"para no-indent\">\u201c\u2018You would have thought the world was coming apart,\u201d says Johnson, CEO and president of Cox Industries in Orangeburg, South Carolina. One salesman\u2014convinced that the computer would be used to track his movements outside the office\u2014up and quit. A buyer who had been with the company for thirty-five years said he would like a fax machine but could not see why he needed a computer when he had managed just fine without one for so long.<\/p>\n<p id=\"cadden_1.0-ch03_s02_s10_p08\" class=\"para no-indent\">And that was just the beginning. In an industry where some businesses still write delivery tickets by hand and tote them up on calculators, Johnson recently led the company through an ERP (enterprise resource planning) software conversion and distributed iPhones to the sales team so they can use the company\u2019s new customer relationship management (CRM) system.<\/p>\n<p id=\"cadden_1.0-ch03_s02_s10_p09\" class=\"para no-indent\">\u201c\u2018Let\u2019s just say I have spent quite a few Sunday lunches after church explaining technology acronyms to Granddad and Grandmom,\u201d Johnson says.<\/p>\n<p id=\"cadden_1.0-ch03_s02_s10_p10\" class=\"para no-indent\">The resistance to new technology quieted, however, after Johnson was able to point to market share growth of 35 percent at the $200 million business in the past year. \u201cThe numbers are starting to resonate,\u201d he says. \u201cFive years ago, I couldn\u2019t even say what our market share was because we didn\u2019t have the technology to figure it.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_101\"><a class=\"footnote\" title=\"Karen E. Klein, \u201cWhen the Third Generation Runs the Family Biz,\u201d Bloomberg BusinessWeek, April 9, 2010, accessed October 8, 2011, www.BusinessWeek.com\/smallbiz\/content\/apr2010\/sb2010049_806426.htm.\" id=\"return-footnote-86-103\" href=\"#footnote-86-103\" aria-label=\"Footnote 103\"><sup class=\"footnote\">[103]<\/sup><\/a><\/span><\/p>\n<div class=\"textbox key-takeaways\">\n<h3 itemprop=\"educationalUse\">Key Takeaways<\/h3>\n<ul id=\"cadden_1.0-ch03_s02_s10_l02\" class=\"itemizedlist\">\n<li>Important family issues include communication, employing family and non-family members, professional management, employment qualifications, salaries and compensation, and success. Each issue can create conflict.<\/li>\n<li>It is very important to understand the culture of the family business, especially by non-family CEOs.<\/li>\n<li>Succession planning is critical to the success of passing a business to family members.<\/li>\n<\/ul>\n<\/div>\n<p>&nbsp;<\/p>\n<\/div>\n<div class=\"key_takeaways editable block\" id=\"cadden_1.0-ch03_s02_s10_n02\">\n<div class=\"textbox exercises\">\n<h3 itemprop=\"educationalUse\">Exercises<\/h3>\n<ol id=\"cadden_1.0-ch03_s02_s10_l03\" class=\"orderedlist\">\n<li>Select a family business in your area. Make arrangements to speak with three members of the family who work in the business. Develop a list of ten questions that cover a broad range of issues, such as the approach to compensation (but do not ask for specific salary or wage numbers), the process for hiring family and non-family members, and the plans for passing the business to the next generation. Ask each member of the business the same questions. Pull the answers together and compare them. Where did you find similarities? Where did you find differences? Did everyone know the answer to each question? Where were people reluctant to answer? Prepare a three- to five-page report on your findings.<\/li>\n<li>The family business is looking to expand, and some members of the family, but not all, feel that it might be worth bringing in someone from the outside to fill one of the new management positions because the family talent has been pretty much exhausted. Design a process for hiring an external manager. What things should be considered? How might you get buy-in from all family members?<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<div class=\"section\" id=\"cadden_1.0-ch03_s03\" xml:lang=\"en\">\n<h1 class=\"title editable block\" style=\"text-align: left;\">Conflict<\/h1>\n<div class=\"learning_objectives editable block\" id=\"cadden_1.0-ch03_s03_n01\">\n<div class=\"textbox learning-objectives\">\n<h3 itemprop=\"educationalUse\">Learning Objectives<\/h3>\n<ol id=\"cadden_1.0-ch03_s03_l01\" class=\"orderedlist\">\n<li>Explain what conflict is.<\/li>\n<li>Explain why positive or constructive conflict can be helpful to a family business.<\/li>\n<li>Explain why negative or destructive conflict can damage a family business.<\/li>\n<li>Identify sources of negative conflict in a family business.<\/li>\n<li>Identify some ways in which negative conflict can be avoided.<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<p id=\"cadden_1.0-ch03_s03_p01\" class=\"para editable block\">All businesses have conflict. It can be a good thing or it can be a bad thing. <span class=\"margin_term\"><a class=\"glossterm\"><em><strong><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_86_661\">Positive conflict<\/a><\/strong> <\/em>or <em><strong><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_86_662\">constructive conflict<\/a><\/strong><\/em><\/a><span class=\"glossdef\"> <\/span><\/span>can be beneficial to a family business when it increases opportunity recognition, produces high-quality decisions, encourages growth, strengthens groups and individuals, increases the learning necessary for entrepreneurial behavior, and increases the levels of commitment to the decisions being made.<span class=\"footnote\" id=\"cadden_1.0-fn03_102\"><a class=\"footnote\" title=\"George Ambler, \u201cConstructive Conflict Is Essential for Creating Commitment to Decisions,\u201d May 15, 2007, accessed October 8, 2011\" id=\"return-footnote-86-104\" href=\"#footnote-86-104\" aria-label=\"Footnote 104\"><sup class=\"footnote\">[104]<\/sup><\/a><a class=\"footnote\" title=\"Kimberly A. Eddleston, Robert F. Otondo, and Franz Willi Kellermanns, \u201cConflict, Participative Decision-Making, and Generational Ownership Dispersion: A Multilevel Analysis,\u201d Journal of Small Business Management 46, no. 3 (2008): 456\u201384\" id=\"return-footnote-86-105\" href=\"#footnote-86-105\" aria-label=\"Footnote 105\"><sup class=\"footnote\">[105]<\/sup><\/a><a class=\"footnote\" title=\"Suzi Quixley, \u201cUnderstanding Constructive &amp; Destructive Conflict,\u201d May 2008, accessed June 1, 2012, http:\/\/www.suziqconsulting.com.au\/free_articles_files \/CON%20-%20Constructive%20&amp;%20Destructive%20-%20May08.pdf\" id=\"return-footnote-86-106\" href=\"#footnote-86-106\" aria-label=\"Footnote 106\"><sup class=\"footnote\">[106]<\/sup><\/a><\/span> An example of positive conflict is a disagreement between family members on the strategic direction of the family business, the result being a much-needed rethinking of the business plan and a new agreed-on vision for the company.<span class=\"footnote\" id=\"cadden_1.0-fn03_103\"><a class=\"footnote\" title=\"\u201cManaging Conflict in Family Businesses,\u201d Business Link, 2010, accessed October 8, 2011, www.businesslink.gov.uk\/bdotg\/action\/detail?type=RESOURCES&amp;itemId= 1073792653.\" id=\"return-footnote-86-107\" href=\"#footnote-86-107\" aria-label=\"Footnote 107\"><sup class=\"footnote\">[107]<\/sup><\/a><\/span><\/p>\n<p id=\"cadden_1.0-ch03_s03_p02\" class=\"para editable block no-indent\">By contrast, <span class=\"margin_term\"><a class=\"glossterm\">negative or destructive conflict<\/a><span class=\"glossdef\"> <\/span><\/span>can hurt a business by damaging the harmony and relationships of family members in the family business, discouraging learning, causing ongoing harm to groups and individuals in the business, frustrating adequate planning and rational decision making, and resulting in poor quality decisions.<span class=\"footnote\" id=\"cadden_1.0-fn03_104\"><a class=\"footnote\" title=\"Kimberly A. Eddleston, Robert F. Otondo, and Franz Willi Kellermanns, \u201cConflict, Participative Decision-Making, and Generational Ownership Dispersion: A Multilevel Analysis,\u201d Journal of Small Business Management 46, no. 3 (2008): 456\u201384\" id=\"return-footnote-86-108\" href=\"#footnote-86-108\" aria-label=\"Footnote 108\"><sup class=\"footnote\">[108]<\/sup><\/a><a class=\"footnote\" title=\"Suzi Quixley, \u201cUnderstanding Constructive &amp; Destructive Conflict,\u201d May 2008, accessed June 1, 2012, http:\/\/www.suziqconsulting.com.au\/free_articles_files \/CON%20-%20Constructive%20&amp;%20Destructive%20-%20May08.pdf\" id=\"return-footnote-86-109\" href=\"#footnote-86-109\" aria-label=\"Footnote 109\"><sup class=\"footnote\">[109]<\/sup><\/a><\/span> \u201cThe absence of good conflict makes it that much harder to accurately evaluate business ideas and make important decisions\u2026But conflict does not mean browbeating.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_105\"><a class=\"footnote\" title=\"Professor Michael Roberto from Harvard Business School, quoted in George Ambler, \u201cConstructive Conflict Is Essential for Creating Commitment to Decisions,\u201d May 15, 2007, accessed October 8, 2011\" id=\"return-footnote-86-110\" href=\"#footnote-86-110\" aria-label=\"Footnote 110\"><sup class=\"footnote\">[110]<\/sup><\/a><\/span> An example of a negative conflict would be arguments over the successor to the business. Ultimately, the failure to adequately control negative conflict may contribute to the high mortality rate of family-owned businesses.<span class=\"footnote\" id=\"cadden_1.0-fn03_106\"><a class=\"footnote\" title=\"Nigel Finch, \u201cIdentifying and Addressing the Causes of Conflict in Family Business,\u201d Working Paper Series: University of Sydney, May 2005, accessed October 8, 2011, papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262.\" id=\"return-footnote-86-111\" href=\"#footnote-86-111\" aria-label=\"Footnote 111\"><sup class=\"footnote\">[111]<\/sup><\/a><\/span><\/p>\n<p id=\"cadden_1.0-ch03_s03_p03\" class=\"para editable block no-indent\">Because of the clash between business and emotional concerns in a family business, the potential for negative conflict can be greater than for other businesses.<span class=\"footnote\" id=\"cadden_1.0-fn03_107\"><a class=\"footnote\" title=\"\u201cManaging Conflict in Family Businesses,\u201d Business Link, 2010, accessed October 8, 2011, www.businesslink.gov.uk\/bdotg\/action\/detail?type=RESOURCES&amp;itemId= 1073792653\" id=\"return-footnote-86-112\" href=\"#footnote-86-112\" aria-label=\"Footnote 112\"><sup class=\"footnote\">[112]<\/sup><\/a>.<\/span> The tension that exists among the personal lives and career pursuits of family members creates an <span class=\"margin_term\"><a class=\"glossterm\">interrole conflict.\u00a0<\/a><span class=\"glossdef\">A situation when a family member has simultaneous roles with conflicting expectations\u00a0<\/span><\/span>(occurring when a family member has simultaneous roles with conflicting expectations) in which the role pressures from work and home are incompatible.<span class=\"footnote\" id=\"cadden_1.0-fn03_108\"><a class=\"footnote\" title=\"Nigel Finch, \u201cIdentifying and Addressing the Causes of Conflict in Family Business,\u201d Working Paper Series: University of Sydney, May 2005, accessed October 8, 2011, papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262\" id=\"return-footnote-86-113\" href=\"#footnote-86-113\" aria-label=\"Footnote 113\"><sup class=\"footnote\">[113]<\/sup><\/a><\/span> This conflict is difficult\u2014if not impossible in some instances\u2014to resolve. \u201cDue to the interconnection and frequent contact among family members working in the business with those who are not but may still have an ownership stake, recurring conflict is highly probable in family firms.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_109\"><a class=\"footnote\" title=\"Kimberly A. Eddleston, Robert F. Otondo, and Franz Willi Kellermanns, \u201cConflict, Participative Decision-Making, and Generational Ownership Dispersion: A Multilevel Analysis,\u201d Journal of Small Business Management 46, no. 3 (2008): 456\u201384.\" id=\"return-footnote-86-114\" href=\"#footnote-86-114\" aria-label=\"Footnote 114\"><sup class=\"footnote\">[114]<\/sup><\/a><\/span><\/p>\n<div class=\"section\" id=\"cadden_1.0-ch03_s03_s01\">\n<h2 class=\"title editable block\">Sources of Conflict<\/h2>\n<p id=\"cadden_1.0-ch03_s03_s01_p01\" class=\"para editable block no-indent\">The specific causes of conflict in a family business are many. Because the typical understanding of conflict in family businesses is that conflict refers to negative conflict that is unhealthy and disruptive, negative conflict is the focus of this section.<\/p>\n<p id=\"cadden_1.0-ch03_s03_s01_p02\" class=\"para editable block no-indent\">The PricewaterhouseCoopers Family Business Survey<span class=\"footnote\" id=\"cadden_1.0-fn03_110\"><a class=\"footnote\" title=\"\u201cMaking a Difference: The PricewaterhouseCoopers Family Business Survey 2007\/08,\u201d PriceWaterhouseCoopers, November 2007, accessed October 8, 2011, www.pwc.com\/en_TH\/th\/publications\/assets\/pwc_fbs_survey.pdf\" id=\"return-footnote-86-115\" href=\"#footnote-86-115\" aria-label=\"Footnote 115\"><sup class=\"footnote\">[115]<\/sup><\/a><\/span>\u00a0identified a core group of issues that are likely to cause tension.<\/p>\n<h3>Table 3.2 Factors Causing Tension in Family Businesses<\/h3>\n<div class=\"informaltable block\">\n<table style=\"border-spacing: 0px;\" cellpadding=\"0\">\n<thead>\n<tr>\n<th style=\"width: 708px;\">Issue Causing Tension<\/th>\n<th style=\"width: 166px;\">Causes Some Tension (%)<\/th>\n<th style=\"width: 173px;\">Causes a Lot of Tension (%)<\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td style=\"width: 708px;\">Discussion about the future strategy of the business<\/td>\n<td style=\"text-align: center; width: 166px;\">25<\/td>\n<td style=\"text-align: center; width: 173px;\">9<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 708px;\">Performance of family members actively involved in the business<\/td>\n<td style=\"text-align: center; width: 166px;\">19<\/td>\n<td style=\"text-align: center; width: 173px;\">8<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 708px;\">Decisions about who can and cannot work in the business<\/td>\n<td style=\"text-align: center; width: 166px;\">19<\/td>\n<td style=\"text-align: center; width: 173px;\">7<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 708px;\">Failure of family members actively involved in the business to consult the wider family on key issues<\/td>\n<td style=\"text-align: center; width: 166px;\">16<\/td>\n<td style=\"text-align: center; width: 173px;\">7<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 708px;\">Decisions about the reinvestment of profits in the business versus the payment of dividends<\/td>\n<td style=\"text-align: center; width: 166px;\">15<\/td>\n<td style=\"text-align: center; width: 173px;\">7<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 708px;\">The setting of remuneration levels for family members actively involved in the business<\/td>\n<td style=\"text-align: center; width: 166px;\">14<\/td>\n<td style=\"text-align: center; width: 173px;\">7<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 708px;\">The role in-laws should or should not play in the business<\/td>\n<td style=\"text-align: center; width: 166px;\">14<\/td>\n<td style=\"text-align: center; width: 173px;\">7<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 708px;\">Decisions about who can and cannot hold shares in the business<\/td>\n<td style=\"text-align: center; width: 166px;\">13<\/td>\n<td style=\"text-align: center; width: 173px;\">6<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 708px;\">Discussions about the basis on which shares in the business should be valued<\/td>\n<td style=\"text-align: center; width: 166px;\">12<\/td>\n<td style=\"text-align: center; width: 173px;\">5<\/td>\n<\/tr>\n<tr>\n<td style=\"width: 708px;\">Rejection of chosen successor by other family members<\/td>\n<td style=\"text-align: center; width: 166px;\">10<\/td>\n<td style=\"text-align: center; width: 173px;\">5<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<p id=\"cadden_1.0-ch03_s03_s01_p03\" class=\"para editable block\">Add to this the fact that \u201c[F]amily firms are prone to psychodynamic effects like sibling rivalry, children\u2019s desire to differentiate themselves from their parents, marital discord, identity conflict, and succession and inheritance problems that non-family businesses do not suffer from,\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_111\"><a class=\"footnote\" title=\"Kimberly A. Eddleston, Robert F. Otondo, and Franz Willi Kellermanns, \u201cConflict, Participative Decision-Making, and Generational Ownership Dispersion: A Multilevel Analysis,\u201d Journal of Small Business Management 46, no. 3 (2008): 456\u201384.\" id=\"return-footnote-86-116\" href=\"#footnote-86-116\" aria-label=\"Footnote 116\"><sup class=\"footnote\">[116]<\/sup><\/a><\/span> and it\u2019s easy to see how the family business is a fertile field for negative conflict.<span class=\"footnote\" id=\"cadden_1.0-fn03_112\"><a class=\"footnote\" title=\"Michael Harvey and Rodney E. Evans, \u201cFamily Business and Multiple Levels of Conflict,\u201d Family Business Review 7, no. 4 (1994): 331\u201348, as cited in Kimberly A. Eddleston, Robert F. Otondo, and Franz Willi Kellermanns, \u201cConflict, Participative Decision-Making, and Generational Ownership Dispersion: A Multilevel Analysis,\u201d Journal of Small Business Management 46, no. 3 (2008): 456\u201384.\" id=\"return-footnote-86-117\" href=\"#footnote-86-117\" aria-label=\"Footnote 117\"><sup class=\"footnote\">[117]<\/sup><\/a><\/span><\/p>\n<p id=\"cadden_1.0-ch03_s03_s01_p04\" class=\"para editable block no-indent\">Several other sources of conflict can occur in a family-owned business. A sampling of those sources is discussed here. All have the potential to adversely impact family relationships, business operations, and business results.<\/p>\n<ul id=\"cadden_1.0-ch03_s03_s01_l01\" class=\"itemizedlist editable block\">\n<li><strong class=\"emphasis bold\">Rivalry.<\/strong> Harry Levinson from the Harvard Business School maintains that, \u201cthe fundamental psychological conflict in family businesses is rivalry, compounded by feelings of guilt, when more than one family member is involved.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_113\"><a class=\"footnote\" title=\"Harry Levinson, \u201cConflicts That Plague Family Businesses,\u201d Harvard Business Review 71 (1971): 90\u201398\" id=\"return-footnote-86-118\" href=\"#footnote-86-118\" aria-label=\"Footnote 118\"><sup class=\"footnote\">[118]<\/sup><\/a>.<\/span> This rivalry can occur between father and son, siblings, husband and wife, father and daughter, and in-laws with members of the family that own the business.<\/li>\n<li><strong class=\"emphasis bold\">Differing vision.<\/strong> Family members will often disagree with the founder and with each other about the vision and strategy for the business. These differences \u201ccan create fear, anger, and destructive attempts to control decisions that are divisive and counter-productive to making and implementing sound decisions.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_114\"><a class=\"footnote\" title=\"\u201cCommon Sources of Dysfunctional Conflict in Family Businesses,\u201d RJW Consulting, accessed October 8, 2011, www.rjweissconsulting.com\/businessDevelopmentNewsDetail.asp?ID=2\" id=\"return-footnote-86-119\" href=\"#footnote-86-119\" aria-label=\"Footnote 119\"><sup class=\"footnote\">[119]<\/sup><\/a>.<\/span> Rivalries that spill into the workplace can get nasty, leading to destructive behaviors.<\/li>\n<li><strong class=\"emphasis bold\">Jealousy.<\/strong> There is always the potential for jealousy in the family business. It can arise from feelings of unfairness in such things as compensation, job responsibilities, promotions, \u201chaving the ear\u201d of the business founder, and stock distributions. It can also arise with respect to the planned successor when there is a difference of opinion about who it should be. If it is not resolved, jealousy has the potential to divide the family and destroy the business.<span class=\"footnote\" id=\"cadden_1.0-fn03_115\"><a class=\"footnote\" title=\"Nigel Finch, \u201cIdentifying and Addressing the Causes of Conflict in Family Business,\u201d Working Paper Series: University of Sydney, May 2005, accessed October 8, 2011, papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262.\" id=\"return-footnote-86-120\" href=\"#footnote-86-120\" aria-label=\"Footnote 120\"><sup class=\"footnote\">[120]<\/sup><\/a><\/span><\/li>\n<li><strong class=\"emphasis bold\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_86_659\">Succession<\/a>.<\/strong> Succession is always a big obstacle for a family business. In some cases, the founder may feel that his or her children are not capable of running the business. This will cause obvious tension between the parent and the child\/children, such that the child or children may leave the business in frustration<span class=\"footnote\" id=\"cadden_1.0-fn03_116\"><a class=\"footnote\" title=\"Nigel Finch, \u201cIdentifying and Addressing the Causes of Conflict in Family Business,\u201d Working Paper Series: University of Sydney, May 2005, accessed October 8, 2011, papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262\" id=\"return-footnote-86-121\" href=\"#footnote-86-121\" aria-label=\"Footnote 121\"><sup class=\"footnote\">[121]<\/sup><\/a><a class=\"link\" target=\"_blank\" href=\"http:\/\/papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262\" rel=\"noopener noreferrer\"><\/a>.<\/span> This, in turn, becomes problematic for succession. \u201cWho gets what type of equity, benefit, title, or role can be major sources of explicit conflict or implicit but destructive behaviors.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_117\"><a class=\"footnote\" title=\"\u201cCommon Sources of Dysfunctional Conflict in Family Businesses,\u201d RJW Consulting, accessed October 8, 2011, www.rjweissconsulting.com\/businessDevelopmentNewsDetail.asp?ID=2\" id=\"return-footnote-86-122\" href=\"#footnote-86-122\" aria-label=\"Footnote 122\"><sup class=\"footnote\">[122]<\/sup><\/a><a class=\"link\" target=\"_blank\" href=\"http:\/\/www.rjweissconsulting.com\/businessDevelopmentNewsDetail.asp?ID=2\" rel=\"noopener noreferrer\"><\/a>.<\/span> It is also true that while the founder of the business wants to continue family ownership and leadership of the business, this may not be true of his or her immediate family or later-generation family members<span class=\"footnote\" id=\"cadden_1.0-fn03_118\"><a class=\"footnote\" title=\"Peter S. Davis and Paula D. Harveston, \u201cThe Phenomenon of Substantive Conflict in the Family Firm: A Cross-Generational Study,\u201d Journal of Small Business Management 39, no. 1 (2001): 14\u201330\" id=\"return-footnote-86-123\" href=\"#footnote-86-123\" aria-label=\"Footnote 123\"><sup class=\"footnote\">[123]<\/sup><\/a>.<\/span> This can create substantive conflict during succession planning.<\/li>\n<li><strong class=\"emphasis bold\">Playing by different rules.<\/strong> This cause of negative conflict \u201coften presents itself as a form of elitism or entitlement that exists simply by virtue of being in a family that owns a business. Examples show up in allowing one or more family members to exhibit deficient standards of conduct or performance that violate sound business practices or important requirements that all other employees are expected to follow. Such behaviors can be divisive and demoralizing to all employees and customers as well as harmful to the reputation of the business.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_119\"><a class=\"footnote\" title=\"\u201cCommon Sources of Dysfunctional Conflict in Family Businesses,\u201d RJW Consulting, accessed October 8, 2011, www.rjweissconsulting.com\/businessDevelopmentNewsDetail.asp?ID=2.\" id=\"return-footnote-86-124\" href=\"#footnote-86-124\" aria-label=\"Footnote 124\"><sup class=\"footnote\">[124]<\/sup><\/a><\/span><\/li>\n<li><strong class=\"emphasis bold\"><a class=\"glossary-term\" aria-haspopup=\"dialog\" aria-describedby=\"definition\" href=\"#term_86_666\">Decision making<\/a>.<\/strong> If roles and responsibilities are not clearly defined, conflict will arise over who can make decisions and how decisions should be made. This will lead to confusion, uncertainty, and haphazard decisions that will put the company at risk.<\/li>\n<li><strong class=\"emphasis bold\">Compensation and benefits.<\/strong> \u201cThis is one of the most frequent sources of conflict, especially among members of the younger generation.\u201d A person\u2019s compensation is inextricably linked to his or her feelings of importance and self-worth. Compound that with the emotions associated with being a member of the family that owns the business, and you have the potential for explosive negative conflict. Clearly, this is not in the best interests of the business.<span class=\"footnote\" id=\"cadden_1.0-fn03_120\"><a class=\"footnote\" title=\"Wayne Rivers, \u201cTop 15 Sources of Conflict in Family Businesses,\u201d Family Business Institute, 2009, accessed October 8, 2011, www.familybusinessinstitute.com\/index.php\/volume-6-articles\/top-15-sources-of-conflict-in-family-businesses.html.\" id=\"return-footnote-86-125\" href=\"#footnote-86-125\" aria-label=\"Footnote 125\"><sup class=\"footnote\">[125]<\/sup><\/a><\/span><\/li>\n<\/ul>\n<\/div>\n<div class=\"section\" id=\"cadden_1.0-ch03_s03_s02\">\n<h2 class=\"title editable block\">Avoiding Conflict<\/h2>\n<p id=\"cadden_1.0-ch03_s03_s02_p01\" class=\"para editable block\">Some measure of family squabbling is expected in a family business. Some of the arguments will be logical and necessary. However, \u201cit\u2019s important that they remain professional and not personal, because squabbling among family members in a work environment can make the employees and customers feel extremely uncomfortable, and can give them grounds for legal claims against the business.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_121\"><a class=\"footnote\" title=\"\u201cHow Family Squabbling Affects Other Employees\u2014and Customers,\u201d National Federation of Independent Business, 2010, accessed October 8, 2011, www.nfib.com\/business-resources\/business-resources-item?cmsid=52150\" id=\"return-footnote-86-126\" href=\"#footnote-86-126\" aria-label=\"Footnote 126\"><sup class=\"footnote\">[126]<\/sup><\/a><a class=\"link\" target=\"_blank\" href=\"http:\/\/www.nfib.com\/business-resources\/business-resources-item?cmsid=52150\" rel=\"noopener noreferrer\"><\/a>.<\/span> The negative effects of family squabbling are as follows:<span class=\"footnote\" id=\"cadden_1.0-fn03_122\"><a class=\"footnote\" title=\"\u201cHow Family Squabbling Affects Other Employees\u2014and Customers,\u201d National Federation of Independent Business, 2010, accessed October 8, 2011, www.nfib.com\/business-resources\/business-resources-item?cmsid=52150.\" id=\"return-footnote-86-127\" href=\"#footnote-86-127\" aria-label=\"Footnote 127\"><sup class=\"footnote\">[127]<\/sup><\/a><\/span><\/p>\n<ul id=\"cadden_1.0-ch03_s03_s02_l01\" class=\"itemizedlist editable block\">\n<li><strong class=\"emphasis bold\">Unprofessional image.<\/strong> Family squabbling conjures up images of children\u2014immaturity and pettiness. This sends a signal to customers and other employees that they are not in a professional environment that focuses on the right things.<\/li>\n<li><strong class=\"emphasis bold\">Uncomfortable environment.<\/strong> It is embarrassing to witness squabbling. No one likes to be in an awkward atmosphere; squabbling can cost you customers and employees, and it may result in expensive and unpleasant lawsuits. This can affect your bottom line very quickly.<\/li>\n<li><strong class=\"emphasis bold\">Discrimination.<\/strong> Nepotism is one of the biggest dangers of working in a family business. Arguing with relatives will only reinforce to other employees that they are in a family business. This can quickly lead to feelings of disparate treatment which, in turn, can lead to discrimination charges.<\/li>\n<li><strong class=\"emphasis bold\">Legal troubles.<\/strong> In the worst cases of family squabbling, disagreements over business can lead to lawsuits. If one family member\u2019s role is minimized and his or her authority is restricted, this is violating the person\u2019s rights as a shareholder. This can lead to an oppressed minority shareholder suit against the family business. This would be expensive, it would be ugly, and it could lead to the demise of the company.<\/li>\n<\/ul>\n<p id=\"cadden_1.0-ch03_s03_s02_p02\" class=\"para editable block\">Avoiding conflict is no easy feat. However, there are several things that a family business should consider. First, there are consultants who engage in conflict resolution for a living. The possibilities should be checked out. If the budget can handle the costs of a consultant, it could be the best choice. A consultant, having no reason to take one side or the other, will bring the necessary objectivity to resolution of the conflict.<\/p>\n<p id=\"cadden_1.0-ch03_s03_s02_p03\" class=\"para editable block no-indent\">Second, emotional reactions should be differentiated from problem-solving reactions. Family members need to take a professional perspective rather than that of an irritated sibling, parent, son, or daughter.<span class=\"footnote\" id=\"cadden_1.0-fn03_123\"><a class=\"footnote\" title=\"\u201cHow Family Squabbling Affects Other Employees\u2014and Customers,\u201d National Federation of Independent Business, 2010, accessed October 8, 2011, www.nfib.com\/business-resources\/business-resources-item?cmsid=52150\" id=\"return-footnote-86-128\" href=\"#footnote-86-128\" aria-label=\"Footnote 128\"><sup class=\"footnote\">[128]<\/sup><\/a><a class=\"link\" target=\"_blank\" href=\"http:\/\/www.nfib.com\/business-resources\/business-resources-item?cmsid=52150\" rel=\"noopener noreferrer\"><\/a>.<\/span> It will probably be difficult to do this, but it is important that it be done.<\/p>\n<p id=\"cadden_1.0-ch03_s03_s02_p04\" class=\"para editable block no-indent\">Third, focus on the professional role instead of the family role. \u201cMake sure it\u2019s clear what the expectations and attitudes of all your employees are\u2026Because you\u2019re a small business, you might not have as strict a policy as a large corporation, but it would still be helpful to put it in writing, such as in an employee handbook, which carries legal responsibilities to both family and outside employees.\u201d<span class=\"footnote\" id=\"cadden_1.0-fn03_124\"><a class=\"footnote\" title=\"\u201cHow Family Squabbling Affects Other Employees\u2014and Customers,\u201d National Federation of Independent Business, 2010, accessed October 8, 2011, www.nfib.com\/business-resources\/business-resources-item?cmsid=52150.\" id=\"return-footnote-86-129\" href=\"#footnote-86-129\" aria-label=\"Footnote 129\"><sup class=\"footnote\">[129]<\/sup><\/a><\/span><\/p>\n<p id=\"cadden_1.0-ch03_s03_s02_p05\" class=\"para editable block no-indent\">Fourth, encourage honesty from the beginning. When first starting to work together, it is important that family members sit down together to talk about potential conflicts that might arise. Acknowledging that it will be more difficult to work together because of being family is a good beginning. Treating family members and the professional environment with respect and expecting honesty when someone steps over the line should make for a smoother process.<span class=\"footnote\" id=\"cadden_1.0-fn03_125\"><a class=\"footnote\" title=\"\u201cHow Family Squabbling Affects Other Employees\u2014and Customers,\u201d National Federation of Independent Business, 2010, accessed October 8, 2011, www.nfib.com\/business-resources\/business-resources-item?cmsid=52150.\" id=\"return-footnote-86-130\" href=\"#footnote-86-130\" aria-label=\"Footnote 130\"><sup class=\"footnote\">[130]<\/sup><\/a><\/span><\/p>\n<p id=\"cadden_1.0-ch03_s03_s02_p06\" class=\"para editable block no-indent\">Last, the founder should try to keep the conflict constructive. This means stimulating task-oriented disagreement and debate while trying to minimize interpersonal conflicts<span class=\"footnote\" id=\"cadden_1.0-fn03_126\"><a class=\"footnote\" title=\"George Ambler, \u201cConstructive Conflict Is Essential for Creating Commitment to Decisions,\u201d May 15, 2007, accessed October 8, 2011\" id=\"return-footnote-86-131\" href=\"#footnote-86-131\" aria-label=\"Footnote 131\"><sup class=\"footnote\">[131]<\/sup><\/a>.<\/span> This will require a fair decision-making process. For people to believe that a process is fair, it means that they must:<span class=\"footnote\" id=\"cadden_1.0-fn03_127\"><a class=\"footnote\" title=\"George Ambler, \u201cConstructive Conflict Is Essential for Creating Commitment to Decisions,\u201d May 15, 2007, accessed October 8, 2011.\" id=\"return-footnote-86-132\" href=\"#footnote-86-132\" aria-label=\"Footnote 132\"><sup class=\"footnote\">[132]<\/sup><\/a><\/span><\/p>\n<ul id=\"cadden_1.0-ch03_s03_s02_l02\" class=\"itemizedlist editable block\">\n<li>\u201cHave ample opportunity to express their views and to discuss how and why they disagree with other [family] members\u201d;<\/li>\n<li>\u201cFeel that the decision-making process has been transparent, i.e., deliberations have been relatively free of secretive, behind-the-scenes maneuvering\u201d;<\/li>\n<li>\u201cBelieve that the leader listened carefully to them and considered their views thoughtfully and seriously before making a decision\u201d;<\/li>\n<li>\u201cPerceive that they had a genuine opportunity to influence the leader\u2019s final decision\u201d; and<\/li>\n<li>\u201cHave a clear understanding of the rationale for the final decision.\u201d<\/li>\n<\/ul>\n<div class=\"key_takeaways editable block\" id=\"cadden_1.0-ch03_s03_s02_n01\">\n<div class=\"textbox key-takeaways\">\n<h3 itemprop=\"educationalUse\">Key Takeaways<\/h3>\n<ul id=\"cadden_1.0-ch03_s03_s02_l03\" class=\"itemizedlist\">\n<li>Conflict can be either positive or negative. Negative conflict can potentially harm the business.<\/li>\n<li>There are many sources of negative conflict in a family business. The fundamental psychological conflict in family businesses is rivalry.<\/li>\n<li>It is important to avoid negative conflict. In particular, family squabbling that is witnessed by others can cause damage to the firm. Employees and customers will feel uncomfortable, and there may ultimately be grounds for a lawsuit.<\/li>\n<\/ul>\n<\/div>\n<\/div>\n<div class=\"exercises editable block\" id=\"cadden_1.0-ch03_s03_s02_n02\">\n<div class=\"textbox exercises\">\n<h3 itemprop=\"educationalUse\">Exercises<\/h3>\n<ol>\n<li>The founder of Carson&#8217;s Dairy Farm in Springfield, PEI has decided to retire. He wants one of three children to take over leadership of the business\u2014and he knows exactly who it should be. Other members of the family have their ideas as well. One segment of the family wants the oldest son, Michael, to take over, but the founder thinks Michael is a melon head. The second son, Christopher, is a well-meaning and hard-working part of the business, but he just does not have what it takes to be a leader. Nonetheless, he is favored by another group of family members. Samantha, the youngest child, is as sharp as a tack, with solid experience and accomplishments under her belt. On an objective basis, Samantha would be the best choice for the business. She is the founder\u2019s choice to take over the company and has other family supporters as well, although not as many as for Michael or Christopher. This is a situation tailor-made for conflict. How does the founder finesse the selection of Samantha and minimize the conflict that is bound to occur? Can he win?<\/li>\n<\/ol>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<div class=\"section\" id=\"cadden_1.0-ch03_s04\" xml:lang=\"en\">\n<div class=\"section\" id=\"cadden_1.0-ch03_s04_s03\"><\/div>\n<\/div>\n<\/div>\n<div class=\"navbar-part left\">\n<div class=\"textbox examples\">\n<h3 itemprop=\"educationalUse\">Westbrook Lobster<\/h3>\n<p><img loading=\"lazy\" decoding=\"async\" src=\"http:\/\/pressbooks.library.upei.ca\/smallbusinessmanagement\/wp-content\/uploads\/sites\/23\/2018\/12\/67f4356930e34e964cfdcea18a3e897d.jpg\" alt=\"image\" class=\"\" style=\"color: #373d3f; font-size: 18.6667px; background-color: #ffffff;\" width=\"1219\" height=\"230\" \/><\/p>\n<div class=\"informalfigure large\" id=\"cadden_1.0-ch03_fx01\">\n<div class=\"copyright\">\n<p class=\"para\">Source: Used with permission, Michael Larivere, manager, Westbrook Lobster, Wallingford, CT.<\/p>\n<\/div>\n<\/div>\n<p id=\"cadden_1.0-ch03_p01\" class=\"para\">In 1957, Westbrook Lobster opened in Westbrook, Connecticut, as a specialized lobster and fish market. As time went on, the company expanded to offer a comprehensive range of fish, shrimp, and prepared foods. In 1989, Larry Larivere, who grew up near the docks of New Bedford, Massachusetts, bought the business and had a dream of expanding the business with a seafood restaurant.<\/p>\n<p id=\"cadden_1.0-ch03_p02\" class=\"para\">Fast forward to 2004. Larry and his two sons, Michael (an environmental science major) and Matthew (a business major), opened up their second restaurant in Wallingford, Connecticut. It overlooks the Quinnipiac River in the historic Yale Brother\u2019s Mill built in the late 1670s. Originally a grain mill, later converted to a German and Britannia silver spoon factory, and finally converted into a restaurant, the building was rich with history.<\/p>\n<p id=\"cadden_1.0-ch03_p03\" class=\"para\">Michael speaks easily about the value that Westbrook Lobster offers its customers: high quality food, great service\u2026and visiting the tables while people are dining. He sees these visits as an important part of the relationships that he has built with his customers over the years. Westbrook customers eagerly await the monthly postcards that are sent out that feature dining specials, discounts, and coupons. He tries to get the postcards out early and actually receives phone calls if they are not received early. Many people have come to depend on them. Michael says that these postcards definitely give the restaurant its greatest return. The restaurant has a presence on Facebook, but that is geared to the bar crowd\u2014a younger crowd.<\/p>\n<p id=\"cadden_1.0-ch03_p04\" class=\"para\">Technology plays an important but mixed part in the restaurant\u2019s operations. Michael says that it is tough to run a restaurant these days without technology tools like POS (point of service) systems. These systems include touch screens for placing orders and paying for food items. Interestingly, however, most food vendors still do their business face to face (or telephone to telephone), choosing to stick with personal relationships. Only a few suppliers, such as liquor vendors, accept orders online.<\/p>\n<p id=\"cadden_1.0-ch03_p05\" class=\"para\">The current Westbrook Lobster website was created by Michael and Matthew using services from intuit.com. They built the site themselves and are proud to note that restaurant gift cards can now be purchased directly from the site. This is a perfect example of Web 2.0 capabilities.<\/p>\n<p id=\"cadden_1.0-ch03_p06\" class=\"para\">As far as running the business, currently fifty employees strong, Larry Larivere (Dad) is brought in on the big decisions. Otherwise, Michael and Mathew run the restaurants on their own. There are currently no other family members in the business.<\/p>\n<p id=\"cadden_1.0-ch03_p07\" class=\"para\">Westbrook Lobster continues to provide the freshest seafood available at competitive prices. The daily selection includes everything from locally harvested shellfish to fresh fish from waters up and down the East Coast. They also offer several \u201chealthy\u201d options that are made without butter or bread crumbs. These menu items are very popular and are especially attractive for people with food allergies or people who just want to eat a bit lighter. All their efforts continue to pay off. Westbrook Lobster was voted \u201cBest Seafood Restaurant Statewide\u201d in <em class=\"emphasis\">Connecticut Magazine<\/em> 2009 and \u201cBest Seafood in New Haven County\u201d in <em class=\"emphasis\">Connecticut Magazine<\/em> 2009 and 2010.<\/p>\n<p id=\"cadden_1.0-ch03_p08\" class=\"para\">Larry, Michael, and Matthew invite you to Westbrook Lobster when you are in the area. Once you are there, you are family.<\/p>\n<div class=\"copyright\">\n<p class=\"para\" style=\"text-align: center;\">Source: <a class=\"footnote\" title=\"\u201cThe Lobster Tale,\u201d\u00a0http:\/\/www.westbrooklobster.com\/Wallingford\/pages\/wally_home.html (accessed on October 8, 2011)\" id=\"return-footnote-86-133\" href=\"#footnote-86-133\" aria-label=\"Footnote 133\"><sup class=\"footnote\">[133]<\/sup><\/a>\u00a0and <a class=\"footnote\" title=\"interview with Michael Larivere, October 11, 2010.\" id=\"return-footnote-86-134\" href=\"#footnote-86-134\" aria-label=\"Footnote 134\"><sup class=\"footnote\">[134]<\/sup><\/a><\/p>\n<\/div>\n<\/div>\n<\/div>\n<hr class=\"before-footnotes clear\" \/><div class=\"footnotes\"><ol><li id=\"footnote-86-1\">BDO 2009 Report: \u201cFocusing on Business Families,\u201d BDO, November 2009, accessed October 8, 2011, static.staging.bdo.defacto-cms.com\/assets\/documents\/2010\/04\/Focusing_on _business_families.pdf. <a href=\"#return-footnote-86-1\" class=\"return-footnote\" aria-label=\"Return to footnote 1\">&crarr;<\/a><\/li><li id=\"footnote-86-2\">Joseph H. Astrachan and Melissa Carey Shanker, \u201cFamily business\u2019s Contribution to the U.S. Economy: A Closer Look,\u201d Family Business Review 16, no. 3 (2003): 211\u201319. <a href=\"#return-footnote-86-2\" class=\"return-footnote\" aria-label=\"Return to footnote 2\">&crarr;<\/a><\/li><li id=\"footnote-86-3\">\u201cFamily Businesses,\u201d Entrepreneur, 2010, accessed October 8, 2011, www.entrepreneur.com\/encyclopedia\/term\/82060.html. <a href=\"#return-footnote-86-3\" class=\"return-footnote\" aria-label=\"Return to footnote 3\">&crarr;<\/a><\/li><li id=\"footnote-86-4\">\u201cMaking a Difference: The PriceWaterhouseCoopers Family Business Survey 2007\/08,\u201d PriceWaterhouseCoopers, November 2007, accessed October 8, 2011, www.pwc.com\/en_TH\/th\/publications\/assets\/pwc_fbs_survey.pdf <a href=\"#return-footnote-86-4\" class=\"return-footnote\" aria-label=\"Return to footnote 4\">&crarr;<\/a><\/li><li id=\"footnote-86-5\">Kelin E. Gersick et al., Generation to Generation: Life Cycles of the Family Business (Cambridge, MA: Owner Managed Business Institute, Harvard Business School Press, 1997), 1. <a href=\"#return-footnote-86-5\" class=\"return-footnote\" aria-label=\"Return to footnote 5\">&crarr;<\/a><\/li><li id=\"footnote-86-6\">Joseph H. Astrachan and Shanker, \u201cFamily business\u2019s Contribution to the U.S. Economy: A Closer Look,\u201d <em class=\"emphasis\">Family Business Review<\/em> 16, no. 3 (2003): 211\u201319. <a href=\"#return-footnote-86-6\" class=\"return-footnote\" aria-label=\"Return to footnote 6\">&crarr;<\/a><\/li><li id=\"footnote-86-7\">\u201cFamily Business Statistics,\u201d <em class=\"emphasis\">Gaebler.com: Resources for Entrepreneurs<\/em>, October 10, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.gaebler.com\/Family-Business-Statistics.htm\" rel=\"noopener noreferrer\">www.gaebler.com\/Family-Business-Statistics.htm<\/a> <a href=\"#return-footnote-86-7\" class=\"return-footnote\" aria-label=\"Return to footnote 7\">&crarr;<\/a><\/li><li id=\"footnote-86-8\">\u201cFamily Business Statistics,\u201d <em class=\"emphasis\">Gaebler.com: Resources for Entrepreneurs<\/em>, October 10, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.gaebler.com\/Family-Business-Statistics.htm\" rel=\"noopener noreferrer\">www.gaebler.com\/Family-Business-Statistics.htm<\/a>; <a href=\"#return-footnote-86-8\" class=\"return-footnote\" aria-label=\"Return to footnote 8\">&crarr;<\/a><\/li><li id=\"footnote-86-9\">Stacy Perman, \u201cTaking the Pulse of Family Business,\u201d February 13, 2006, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.BusinessWeek.com\/smallbiz\/content\/feb2006\/sb20060210_476491.htm\" rel=\"noopener noreferrer\">www.BusinessWeek.com\/smallbiz\/content\/feb2006\/sb20060210_476491.htm<\/a>. <a href=\"#return-footnote-86-9\" class=\"return-footnote\" aria-label=\"Return to footnote 9\">&crarr;<\/a><\/li><li id=\"footnote-86-10\"><span class=\"footnote\">\u201cMaking a Difference: The PricewaterhouseCoopers Family Business Survey 2007\/08,\u201d\u00a0<\/span><span class=\"footnote\"><em class=\"emphasis\">PriceWaterhouseCoopers<\/em>, November 2007, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.pwc.com\/en_TH\/th\/publications\/assets\/pwc_fbs_survey.pdf\" rel=\"noopener noreferrer\">www.pwc.com\/en_TH\/th\/publications\/assets\/pwc_fbs_survey.pdf<\/a>.<\/span> <a href=\"#return-footnote-86-10\" class=\"return-footnote\" aria-label=\"Return to footnote 10\">&crarr;<\/a><\/li><li id=\"footnote-86-11\">\u201cMyths and Realities of Family Business,\u201d 2002, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.insead.edu\/discover_insead\/publications\/docs\/IQ03.pdf\" rel=\"noopener noreferrer\">www.insead.edu\/discover_insead\/publications\/docs\/IQ03.pdf<\/a>. <a href=\"#return-footnote-86-11\" class=\"return-footnote\" aria-label=\"Return to footnote 11\">&crarr;<\/a><\/li><li id=\"footnote-86-12\">\u201cMyths and Realities of Family Business,\u201d 2002, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.insead.edu\/discover_insead\/publications\/docs\/IQ03.pdf\" rel=\"noopener noreferrer\">www.insead.edu\/discover_insead\/publications\/docs\/IQ03.pdf<\/a>. <a href=\"#return-footnote-86-12\" class=\"return-footnote\" aria-label=\"Return to footnote 12\">&crarr;<\/a><\/li><li id=\"footnote-86-13\">Alexis Writing, \u201cPros and Cons of Family Business,\u201d <em class=\"emphasis\">Chron.com<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/smallbusiness.chron.com\/pros-cons-family-business-409.html\" rel=\"noopener noreferrer\">smallbusiness.chron.com\/pros-cons-family-business-409.html<\/a>. <a href=\"#return-footnote-86-13\" class=\"return-footnote\" aria-label=\"Return to footnote 13\">&crarr;<\/a><\/li><li id=\"footnote-86-14\">Margaret Steen, \u201cThe Decision Tree of Family Business,\u201d <em class=\"emphasis\">Stanford Graduate School of Business<\/em>, August 2006, accessed June 21, 2012, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html\" rel=\"noopener noreferrer\">www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html<\/a>. <a href=\"#return-footnote-86-14\" class=\"return-footnote\" aria-label=\"Return to footnote 14\">&crarr;<\/a><\/li><li id=\"footnote-86-15\">Alison Damast, \u201cFamily Inc.: The New B-School Job Choice,\u201d <em class=\"emphasis\">Bloomberg BusinessWeek<\/em>, April 12, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.BusinessWeek.com\/print\/bschools\/content\/apr2010\/bs20100412_706043.htm\" rel=\"noopener noreferrer\">www.BusinessWeek.com\/print\/bschools\/content\/apr2010\/bs20100412_706043.htm<\/a>. <a href=\"#return-footnote-86-15\" class=\"return-footnote\" aria-label=\"Return to footnote 15\">&crarr;<\/a><\/li><li id=\"footnote-86-16\">\u201cAmerican Family Business Survey,\u201d <em class=\"emphasis\">Mass Mutual Financial Group<\/em>, 2007, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.massmutual.com\/mmfg\/pdf\/afbs.pdf\" rel=\"noopener noreferrer\">www.massmutual.com\/mmfg\/pdf\/afbs.pdf<\/a>. <a href=\"#return-footnote-86-16\" class=\"return-footnote\" aria-label=\"Return to footnote 16\">&crarr;<\/a><\/li><li id=\"footnote-86-17\">Margaret Steen, \u201cThe Decision Tree of Family Business,\u201d <em class=\"emphasis\">Stanford Graduate School of Business<\/em>, August 2006, accessed June 21, 2012, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html\" rel=\"noopener noreferrer\">www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html<\/a>. <a href=\"#return-footnote-86-17\" class=\"return-footnote\" aria-label=\"Return to footnote 17\">&crarr;<\/a><\/li><li id=\"footnote-86-18\">\u201cAmerican Family Business Survey,\u201d <em class=\"emphasis\">Mass Mutual Financial Group<\/em>, 2007, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.massmutual.com\/mmfg\/pdf\/afbs.pdf\" rel=\"noopener noreferrer\">www.massmutual.com\/mmfg\/pdf\/afbs.pdf<\/a>. <a href=\"#return-footnote-86-18\" class=\"return-footnote\" aria-label=\"Return to footnote 18\">&crarr;<\/a><\/li><li id=\"footnote-86-19\">\u201cThe Family Business Survey 2008\/2009,\u201d <em class=\"emphasis\">Praxity<\/em>, 2009, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx\" rel=\"noopener noreferrer\">http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx<\/a> <a href=\"#return-footnote-86-19\" class=\"return-footnote\" aria-label=\"Return to footnote 19\">&crarr;<\/a><\/li><li id=\"footnote-86-20\">Alexis Writing, \u201cPros and Cons of Family Business,\u201d <em class=\"emphasis\">Chron.com<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/smallbusiness.chron.com\/pros-cons-family-business-409.html\" rel=\"noopener noreferrer\">smallbusiness.chron.com\/pros-cons-family-business-409.html<\/a>. <a href=\"#return-footnote-86-20\" class=\"return-footnote\" aria-label=\"Return to footnote 20\">&crarr;<\/a><\/li><li id=\"footnote-86-21\"><span class=\"footnote\">\u201cAmerican Family Business Survey,\u201d <em class=\"emphasis\">Mass Mutual Financial Group<\/em>, 2007, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.massmutual.com\/mmfg\/pdf\/afbs.pdf\" rel=\"noopener noreferrer\">www.massmutual.com\/mmfg\/pdf\/afbs.pdf<\/a>.<\/span>  <a href=\"#return-footnote-86-21\" class=\"return-footnote\" aria-label=\"Return to footnote 21\">&crarr;<\/a><\/li><li id=\"footnote-86-22\">\u201cAmerican Family Business Survey,\u201d <em class=\"emphasis\">Mass Mutual Financial Group<\/em>, 2007, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.massmutual.com\/mmfg\/pdf\/afbs.pdf\" rel=\"noopener noreferrer\">www.massmutual.com\/mmfg\/pdf\/afbs.pdf<\/a>. <a href=\"#return-footnote-86-22\" class=\"return-footnote\" aria-label=\"Return to footnote 22\">&crarr;<\/a><\/li><li id=\"footnote-86-23\">\u201cAdvantages of Family Businesses,\u201d <em class=\"emphasis\">Business Link<\/em>, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.businesslink.gov.uk\/bdotg\/action\/detail?itemId=1073792650&amp;type=RESOURCES\" rel=\"noopener noreferrer\">www.businesslink.gov.uk\/bdotg\/action\/detail?itemId=1073792650&amp;type= RESOURCES<\/a>. <a href=\"#return-footnote-86-23\" class=\"return-footnote\" aria-label=\"Return to footnote 23\">&crarr;<\/a><\/li><li id=\"footnote-86-24\">Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371. <a href=\"#return-footnote-86-24\" class=\"return-footnote\" aria-label=\"Return to footnote 24\">&crarr;<\/a><\/li><li id=\"footnote-86-25\">Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371. <a href=\"#return-footnote-86-25\" class=\"return-footnote\" aria-label=\"Return to footnote 25\">&crarr;<\/a><\/li><li id=\"footnote-86-26\">Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371. <a href=\"#return-footnote-86-26\" class=\"return-footnote\" aria-label=\"Return to footnote 26\">&crarr;<\/a><\/li><li id=\"footnote-86-27\"><span class=\"footnote\">Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371.<\/span>  <a href=\"#return-footnote-86-27\" class=\"return-footnote\" aria-label=\"Return to footnote 27\">&crarr;<\/a><\/li><li id=\"footnote-86-28\">Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371. <a href=\"#return-footnote-86-28\" class=\"return-footnote\" aria-label=\"Return to footnote 28\">&crarr;<\/a><\/li><li id=\"footnote-86-29\">Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371. <a href=\"#return-footnote-86-29\" class=\"return-footnote\" aria-label=\"Return to footnote 29\">&crarr;<\/a><\/li><li id=\"footnote-86-30\">Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371. <a href=\"#return-footnote-86-30\" class=\"return-footnote\" aria-label=\"Return to footnote 30\">&crarr;<\/a><\/li><li id=\"footnote-86-31\">Kelin E. Gersick et al., <em class=\"emphasis\">Generation to Generation: Life Cycles of the Family Business<\/em> (Cambridge, MA: Owner Managed Business Institute, Harvard Business School Press, 1997), 2\u20133. <a href=\"#return-footnote-86-31\" class=\"return-footnote\" aria-label=\"Return to footnote 31\">&crarr;<\/a><\/li><li id=\"footnote-86-32\">Margaret Steen, \u201cThe Decision Tree of Family Business,\u201d <em class=\"emphasis\">Stanford Graduate School of Business<\/em>, August 2006, accessed June 21, 2012, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html\" rel=\"noopener noreferrer\">www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html<\/a>. <a href=\"#return-footnote-86-32\" class=\"return-footnote\" aria-label=\"Return to footnote 32\">&crarr;<\/a><\/li><li id=\"footnote-86-33\">Margaret Steen, \u201cThe Decision Tree of Family Business,\u201d <em class=\"emphasis\">Stanford Graduate School of Business<\/em>, August 2006, accessed June 21, 2012, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html\" rel=\"noopener noreferrer\">www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html<\/a>. <a href=\"#return-footnote-86-33\" class=\"return-footnote\" aria-label=\"Return to footnote 33\">&crarr;<\/a><\/li><li id=\"footnote-86-34\">\u201cThe Family Business Survey 2008\/2009,\u201d <em class=\"emphasis\">Praxity<\/em>, 2009, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx\" rel=\"noopener noreferrer\">http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx<\/a> <a href=\"#return-footnote-86-34\" class=\"return-footnote\" aria-label=\"Return to footnote 34\">&crarr;<\/a><\/li><li id=\"footnote-86-35\"><span class=\"footnote\">Alexis Writing, \u201cPros and Cons of Family Business,\u201d <em class=\"emphasis\">Chron.com<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/smallbusiness.chron.com\/pros-cons-family-business-409.html\" rel=\"noopener noreferrer\">smallbusiness.chron.com\/pros-cons-family-business-409.html<\/a>.<\/span>  <a href=\"#return-footnote-86-35\" class=\"return-footnote\" aria-label=\"Return to footnote 35\">&crarr;<\/a><\/li><li id=\"footnote-86-36\">Alexis Writing, \u201cPros and Cons of Family Business,\u201d <em class=\"emphasis\">Chron.com<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/smallbusiness.chron.com\/pros-cons-family-business-409.html\" rel=\"noopener noreferrer\">smallbusiness.chron.com\/pros-cons-family-business-409.html<\/a>. <a href=\"#return-footnote-86-36\" class=\"return-footnote\" aria-label=\"Return to footnote 36\">&crarr;<\/a><\/li><li id=\"footnote-86-37\">\u201cAdvantages and Disadvantages of a Family Business,\u201d September 6, 2009, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/pinoynegosyo.blogspot.com\/2009\/09\/advantages-and-disadvantages-of-family.html\" rel=\"noopener noreferrer\">pinoynegosyo.blogspot.com\/2009\/09\/advantages-and -disadvantages-of-family.html<\/a>. <a href=\"#return-footnote-86-37\" class=\"return-footnote\" aria-label=\"Return to footnote 37\">&crarr;<\/a><\/li><li id=\"footnote-86-38\">\u201cAdvantages and Disadvantages of a Family Business,\u201d September 6, 2009, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/pinoynegosyo.blogspot.com\/2009\/09\/advantages-and-disadvantages-of-family.html\" rel=\"noopener noreferrer\">pinoynegosyo.blogspot.com\/2009\/09\/advantages-and -disadvantages-of-family.html<\/a>. <a href=\"#return-footnote-86-38\" class=\"return-footnote\" aria-label=\"Return to footnote 38\">&crarr;<\/a><\/li><li id=\"footnote-86-39\">David G. Sirmon and Michael A. Hitt, \u201cManaging Resources: Linking Unique Resources, Management, and Wealth Creation in Family Firms,\u201d <em class=\"emphasis\">Entrepreneurship Theory and Practice<\/em>, Summer 2003, 339\u201358. <a href=\"#return-footnote-86-39\" class=\"return-footnote\" aria-label=\"Return to footnote 39\">&crarr;<\/a><\/li><li id=\"footnote-86-40\">David G. Sirmon and Michael A. Hitt, \u201cManaging Resources: Linking Unique Resources, Management, and Wealth Creation in Family Firms,\u201d <em class=\"emphasis\">Entrepreneurship Theory and Practice<\/em>, Summer 2003, 339\u201358. <a href=\"#return-footnote-86-40\" class=\"return-footnote\" aria-label=\"Return to footnote 40\">&crarr;<\/a><\/li><li id=\"footnote-86-41\">Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371. <a href=\"#return-footnote-86-41\" class=\"return-footnote\" aria-label=\"Return to footnote 41\">&crarr;<\/a><\/li><li id=\"footnote-86-42\">Sue Birley, \u201cAttitudes of Owner-Managers\u2019 Children towards Family and Business Issues,\u201d <em class=\"emphasis\">Entrepreneurship Theory and Practice<\/em>, Spring 2002, 5\u201319. <a href=\"#return-footnote-86-42\" class=\"return-footnote\" aria-label=\"Return to footnote 42\">&crarr;<\/a><\/li><li id=\"footnote-86-43\">Sue Birley, \u201cAttitudes of Owner-Managers\u2019 Children towards Family and Business Issues,\u201d <em class=\"emphasis\">Entrepreneurship Theory and Practice<\/em>, Spring 2002, 5\u201319. <a href=\"#return-footnote-86-43\" class=\"return-footnote\" aria-label=\"Return to footnote 43\">&crarr;<\/a><\/li><li id=\"footnote-86-44\">Sue Birley, \u201cAttitudes of Owner-Managers\u2019 Children towards Family and Business Issues,\u201d <em class=\"emphasis\">Entrepreneurship Theory and Practice<\/em>, Spring 2002, 5\u201319. <a href=\"#return-footnote-86-44\" class=\"return-footnote\" aria-label=\"Return to footnote 44\">&crarr;<\/a><\/li><li id=\"footnote-86-45\">Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371. <a href=\"#return-footnote-86-45\" class=\"return-footnote\" aria-label=\"Return to footnote 45\">&crarr;<\/a><\/li><li id=\"footnote-86-46\">Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371. <a href=\"#return-footnote-86-46\" class=\"return-footnote\" aria-label=\"Return to footnote 46\">&crarr;<\/a><\/li><li id=\"footnote-86-47\">Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371. <a href=\"#return-footnote-86-47\" class=\"return-footnote\" aria-label=\"Return to footnote 47\">&crarr;<\/a><\/li><li id=\"footnote-86-48\">Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371. <a href=\"#return-footnote-86-48\" class=\"return-footnote\" aria-label=\"Return to footnote 48\">&crarr;<\/a><\/li><li id=\"footnote-86-49\">Manfred F. R. Kets de Vries, \u201cThe Dynamics of Family Controlled Firms: The Good and the Bad News,\u201d <em class=\"emphasis\">Organizational Dynamics<\/em> 21, no. 3 (1993): 59\u201371. <a href=\"#return-footnote-86-49\" class=\"return-footnote\" aria-label=\"Return to footnote 49\">&crarr;<\/a><\/li><li id=\"footnote-86-50\">\u201cFocusing on Business Families,\u201d <em class=\"emphasis\">BDO<\/em>, November 2009, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/static.staging.bdo.defacto-cms.com\/assets\/documents\/2010\/04\/Focusing_on_business_families.pdf\" rel=\"noopener noreferrer\">static.staging.bdo.defacto-cms.com\/assets\/documents\/2010\/04\/Focusing_on _business_families.pdf<\/a>. <a href=\"#return-footnote-86-50\" class=\"return-footnote\" aria-label=\"Return to footnote 50\">&crarr;<\/a><\/li><li id=\"footnote-86-51\">Christine Lagorio, \u201cHow to Run a Family Business,\u201d <em class=\"emphasis\">Inc.<\/em>, March 5, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.inc.com\/guides\/running-family-business.html\" rel=\"noopener noreferrer\">www.inc.com\/guides\/running-family-business.html<\/a>. <a href=\"#return-footnote-86-51\" class=\"return-footnote\" aria-label=\"Return to footnote 51\">&crarr;<\/a><\/li><li id=\"footnote-86-52\">Leigh Richards, \u201cFamily Owned Business and Communication,\u201d <em class=\"emphasis\">Chron.com<\/em>, 2010, accessed June 1, 2012, <a class=\"link\" target=\"_blank\" href=\"http:\/\/smallbusiness.chron.com\/family-owned-business-communication-3165.html\" rel=\"noopener noreferrer\">http:\/\/smallbusiness.chron.com\/family-owned -business-communication-3165.html<\/a>. <a href=\"#return-footnote-86-52\" class=\"return-footnote\" aria-label=\"Return to footnote 52\">&crarr;<\/a><\/li><li id=\"footnote-86-53\"><span class=\"footnote\" id=\"cadden_1.0-fn03_052\">Leigh Richards, \u201cFamily Owned Business and Communication,\u201d <em class=\"emphasis\">Chron.com<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/smallbusiness.chron.com\/family-owned-business-communication-3165.html\" rel=\"noopener noreferrer\">smallbusiness.chron.com\/family-owned-business -communication-3165.html<\/a><\/span> <a href=\"#return-footnote-86-53\" class=\"return-footnote\" aria-label=\"Return to footnote 53\">&crarr;<\/a><\/li><li id=\"footnote-86-54\"><span style=\"font-size: 14pt;\">\u201cThe Family Business Survey 2008\/2009,\u201d <\/span><em class=\"emphasis\" style=\"font-size: 14pt;\">Praxity<\/em><span style=\"font-size: 14pt;\">, 2009, accessed October 8, 2011, <\/span><a class=\"link\" target=\"_blank\" href=\"http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx\" rel=\"noopener noreferrer\" style=\"font-size: 14pt;\">http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx<\/a><span style=\"font-size: 14pt;\">.<\/span> <a href=\"#return-footnote-86-54\" class=\"return-footnote\" aria-label=\"Return to footnote 54\">&crarr;<\/a><\/li><li id=\"footnote-86-55\">Leigh Richards, \u201cFamily Owned Business and Communication,\u201d <em class=\"emphasis\">Chron.com<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/smallbusiness.chron.com\/family-owned-business-communication-3165.html\" rel=\"noopener noreferrer\">smallbusiness.chron.com\/family-owned-business -communication-3165.html<\/a>. <a href=\"#return-footnote-86-55\" class=\"return-footnote\" aria-label=\"Return to footnote 55\">&crarr;<\/a><\/li><li id=\"footnote-86-56\">\u201cCommunication and Family Businesses,\u201d <em class=\"emphasis\">Business Link<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.businesslink.gov.uk\/bdotg\/action\/detail?type=RESOURCES&amp;itemId=1073792652\" rel=\"noopener noreferrer\">www.businesslink.gov.uk\/bdotg\/action\/detail?type=RESOURCES&amp;itemId= 1073792652<\/a>. <a href=\"#return-footnote-86-56\" class=\"return-footnote\" aria-label=\"Return to footnote 56\">&crarr;<\/a><\/li><li id=\"footnote-86-57\">Philip Keefe, \u201cHiring Family Members for the Family Business,\u201d March 30, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/philip-keeffe.suite101.com\/hiring-family-members-for-the-family-business-a220028\" rel=\"noopener noreferrer\">philip-keeffe.suite101.com\/hiring-family-members-for-the -family-business-a220028<\/a> <a href=\"#return-footnote-86-57\" class=\"return-footnote\" aria-label=\"Return to footnote 57\">&crarr;<\/a><\/li><li id=\"footnote-86-58\">Dean Fowler and Peg Masterson Edquist, \u201cEvaluate the Pros and Cons of Employing Family Members,\u201d <em class=\"emphasis\">Business Journal<\/em>, June 6, 2003, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.bizjournals.com\/milwaukee\/stories\/2003\/06\/09\/smallb6.html\" rel=\"noopener noreferrer\">www.bizjournals.com\/milwaukee\/stories\/2003\/06\/09\/smallb6.html<\/a> <a href=\"#return-footnote-86-58\" class=\"return-footnote\" aria-label=\"Return to footnote 58\">&crarr;<\/a><\/li><li id=\"footnote-86-59\">Philip Keefe, \u201cHiring Family Members for the Family Business,\u201d March 30, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/philip-keeffe.suite101.com\/hiring-family-members-for-the-family-business-a220028\" rel=\"noopener noreferrer\">philip-keeffe.suite101.com\/hiring-family-members-for-the-family -business-a220028<\/a>. <a href=\"#return-footnote-86-59\" class=\"return-footnote\" aria-label=\"Return to footnote 59\">&crarr;<\/a><\/li><li id=\"footnote-86-60\">Philip Keefe, \u201cHiring Family Members for the Family Business,\u201d March 30, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/philip-keeffe.suite101.com\/hiring-family-members-for-the-family-business-a220028\" rel=\"noopener noreferrer\">philip-keeffe.suite101.com\/hiring-family-members-for-the -family-business-a220028<\/a>. <a href=\"#return-footnote-86-60\" class=\"return-footnote\" aria-label=\"Return to footnote 60\">&crarr;<\/a><\/li><li id=\"footnote-86-61\">Dean Fowler and Peg Masterson Edquist, \u201cEvaluate the Pros and Cons of Employing Family Members,\u201d <em class=\"emphasis\">Business Journal<\/em>, June 6, 2003, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.bizjournals.com\/milwaukee\/stories\/2003\/06\/09\/smallb6.html\" rel=\"noopener noreferrer\">www.bizjournals.com\/milwaukee\/stories\/2003\/06\/09\/smallb6.html<\/a> <a href=\"#return-footnote-86-61\" class=\"return-footnote\" aria-label=\"Return to footnote 61\">&crarr;<\/a><\/li><li id=\"footnote-86-62\">Philip Keefe, \u201cHiring Family Members for the Family Business,\u201d March 30, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/philip-keeffe.suite101.com\/hiring-family-members-for-the-family-business-a220028\" rel=\"noopener noreferrer\">philip-keeffe.suite101.com\/hiring-family-members-for-the-family-business -a220028<\/a> <a href=\"#return-footnote-86-62\" class=\"return-footnote\" aria-label=\"Return to footnote 62\">&crarr;<\/a><\/li><li id=\"footnote-86-63\">Annika Hall and Mattias Nordqvist, \u201cProfessional Management in Family Businesses: Toward an Extended Understanding,\u201d <em class=\"emphasis\">Family Business Review<\/em> 21, no. 1 (2008): 51\u201369 <a href=\"#return-footnote-86-63\" class=\"return-footnote\" aria-label=\"Return to footnote 63\">&crarr;<\/a><\/li><li id=\"footnote-86-64\">Margaret Steen, \u201cThe Decision Tree of Family Business,\u201d <em class=\"emphasis\">Stanford Graduate School of Business<\/em>, August 2006, June 21, 2012, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html\" rel=\"noopener noreferrer\">www-prd-0.gsb.stanford.edu\/news\/bmag\/sbsm0608\/feature_familybiz.html<\/a>. <a href=\"#return-footnote-86-64\" class=\"return-footnote\" aria-label=\"Return to footnote 64\">&crarr;<\/a><\/li><li id=\"footnote-86-65\">\u201cFocusing on Business Families,\u201d <em class=\"emphasis\">BDO<\/em>, November 2009, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/static.staging.bdo.defacto-cms.com\/assets\/documents\/2010\/04\/Focusing_on_business_families.pdf\" rel=\"noopener noreferrer\">static.staging.bdo.defacto-cms.com\/assets\/documents\/2010\/04\/Focusing_on _business_families.pdf<\/a> <a href=\"#return-footnote-86-65\" class=\"return-footnote\" aria-label=\"Return to footnote 65\">&crarr;<\/a><\/li><li id=\"footnote-86-66\">\u201cFamily Owned Businesses Law and Legal Definition,\u201d <em class=\"emphasis\">USLegal.com<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/definitions.uslegal.com\/f\/family-owned-businesses\" rel=\"noopener noreferrer\">definitions.uslegal.com\/f\/family-owned-businesses<\/a>. <a href=\"#return-footnote-86-66\" class=\"return-footnote\" aria-label=\"Return to footnote 66\">&crarr;<\/a><\/li><li id=\"footnote-86-67\">Annika Hall and Mattias Nordqvist, \u201cProfessional Management in Family Businesses: Toward an Extended Understanding,\u201d <em class=\"emphasis\">Family Business Review<\/em> 21, no. 1 (2008): 51\u201369. <a href=\"#return-footnote-86-67\" class=\"return-footnote\" aria-label=\"Return to footnote 67\">&crarr;<\/a><\/li><li id=\"footnote-86-68\">Kelin E. Gersick et al., <em class=\"emphasis\">Generation to Generation: Life Cycles of the Family Business<\/em> (Cambridge, MA: Owner Managed Business Institute, Harvard Business School Press, 1997), 4 <a href=\"#return-footnote-86-68\" class=\"return-footnote\" aria-label=\"Return to footnote 68\">&crarr;<\/a><\/li><li id=\"footnote-86-69\">Annika Hall and Mattias Nordqvist, \u201cProfessional Management in Family Businesses: Toward an Extended Understanding,\u201d <em class=\"emphasis\">Family Business Review<\/em> 21, no. 1 (2008): 51\u201369 <a href=\"#return-footnote-86-69\" class=\"return-footnote\" aria-label=\"Return to footnote 69\">&crarr;<\/a><\/li><li id=\"footnote-86-70\">Annika Hall and Mattias Nordqvist, \u201cProfessional Management in Family Businesses: Toward an Extended Understanding,\u201d <em class=\"emphasis\">Family Business Review<\/em> 21, no. 1 (2008): 51\u201369. <a href=\"#return-footnote-86-70\" class=\"return-footnote\" aria-label=\"Return to footnote 70\">&crarr;<\/a><\/li><li id=\"footnote-86-71\">Annika Hall and Mattias Nordqvist, \u201cProfessional Management in Family Businesses: Toward an Extended Understanding,\u201d <em class=\"emphasis\">Family Business Review<\/em> 21, no. 1 (2008): 51\u201369. <a href=\"#return-footnote-86-71\" class=\"return-footnote\" aria-label=\"Return to footnote 71\">&crarr;<\/a><\/li><li id=\"footnote-86-72\">Annika Hall and Mattias Nordqvist, \u201cProfessional Management in Family Businesses: Toward an Extended Understanding,\u201d Family Business Review 21, no. 1 (2008): 51\u201369. <a href=\"#return-footnote-86-72\" class=\"return-footnote\" aria-label=\"Return to footnote 72\">&crarr;<\/a><\/li><li id=\"footnote-86-73\">Matthew C. Sonfield and Robert N. Lussier, \u201cFamily-Member and Non-family-Member Managers in Family Businesses,\u201d <em class=\"emphasis\">Journal of Small Business and Enterprise Development<\/em> 16, no. 2 (2009): 196\u2013209. <a href=\"#return-footnote-86-73\" class=\"return-footnote\" aria-label=\"Return to footnote 73\">&crarr;<\/a><\/li><li id=\"footnote-86-74\">\u201cGARBAGE IN\u2014GARBAGE OUT: Family Employment Policies,\u201d <em class=\"emphasis\">ReGENERATION Partners<\/em>, May 2002, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.regeneration-partners.com\/artman\/uploads\/20-2002-may-news.pdf\" rel=\"noopener noreferrer\">www.regeneration-partners.com\/artman\/uploads\/20-2002-may-news.pdf<\/a> <a href=\"#return-footnote-86-74\" class=\"return-footnote\" aria-label=\"Return to footnote 74\">&crarr;<\/a><\/li><li id=\"footnote-86-75\">\u201cFamily Member Employment Policies (Case Study 1: SABIS),\u201d <em class=\"emphasis\">IFC Corporate Governance<\/em>, 2006, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.smetoolkit.org\/smetoolkit\/en\/content\/en\/6742\/Family-Member-Employment-Policies-Case-Study-1-SABIS%C2%AE-\" rel=\"noopener noreferrer\">www.smetoolkit.org\/smetoolkit\/en\/content\/en\/6742\/Family-Member-Employment-Policies-Case-Study-1 -SABIS%C2%AE-<\/a> <a href=\"#return-footnote-86-75\" class=\"return-footnote\" aria-label=\"Return to footnote 75\">&crarr;<\/a><\/li><li id=\"footnote-86-76\">\u201cGARBAGE IN\u2014GARBAGE OUT: Family Employment Policies,\u201d <em class=\"emphasis\">ReGENERATION Partners<\/em>, May 2002, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.regeneration-partners.com\/artman\/uploads\/20-2002-may-news.pdf\" rel=\"noopener noreferrer\">www.regeneration-partners.com\/artman\/uploads\/20-2002-may-news.pdf<\/a>. <a href=\"#return-footnote-86-76\" class=\"return-footnote\" aria-label=\"Return to footnote 76\">&crarr;<\/a><\/li><li id=\"footnote-86-77\">Craig E. Aronoff and John L. Ward, <em class=\"emphasis\">Family Business Succession: The Final Test of Greatness<\/em> (Marietta, GA: Business Owner Resources, 1992), as cited in \u201cNepotism,\u201d <em class=\"emphasis\">Reference for Business.com<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.referenceforbusiness.com\/small\/Mail-Op\/Nepotism.html\" rel=\"noopener noreferrer\">www.referenceforbusiness.com\/small\/Mail-Op\/Nepotism.html<\/a>. <a href=\"#return-footnote-86-77\" class=\"return-footnote\" aria-label=\"Return to footnote 77\">&crarr;<\/a><\/li><li id=\"footnote-86-78\">\u201cFamily Member Employment Policies (Case Study 1: SABIS),\u201d <em class=\"emphasis\">IFC Corporate Governance<\/em>, 2006, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.smetoolkit.org\/smetoolkit\/en\/content\/en\/6742\/Family-Member-Employment-Policies-Case-Study-1-SABIS%C2%AE-\" rel=\"noopener noreferrer\">www.smetoolkit.org\/smetoolkit\/en\/content\/en\/6742\/Family-Member-Employment-Policies-Case-Study-1-SABIS%C2% AE-<\/a>. <a href=\"#return-footnote-86-78\" class=\"return-footnote\" aria-label=\"Return to footnote 78\">&crarr;<\/a><\/li><li id=\"footnote-86-79\">\u201cFamily Owned Businesses: Compensation in Family Businesses,\u201d <em class=\"emphasis\">Gaebler.com Resources for Entrepreneurs<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.gaebler.com\/Compensation-in-Family-Businesses.htm\" rel=\"noopener noreferrer\">www.gaebler.com\/Compensation-in-Family-Businesses.htm<\/a> <a href=\"#return-footnote-86-79\" class=\"return-footnote\" aria-label=\"Return to footnote 79\">&crarr;<\/a><\/li><li id=\"footnote-86-80\"><\/span>Bernard J. D\u2019Avella Jr. and Hannoch Weisman, \u201cWhy Compensation for Family Members Should Be at Market Value,\u201d Fairleigh Dickinson University, 2010, accessed October 8, 2011, view.fdu.edu\/default.aspx?id=2344 <a href=\"#return-footnote-86-80\" class=\"return-footnote\" aria-label=\"Return to footnote 80\">&crarr;<\/a><\/li><li id=\"footnote-86-81\">Kathy Marshack, \u201cHow to Arrive at Fair Compensation in a Family Business,\u201d <em class=\"emphasis\">American Chronicle<\/em>, February 29, 2008, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.americanchronicle.com\/articles\/view\/53757\" rel=\"noopener noreferrer\">www.americanchronicle.com\/articles\/view\/53757<\/a> <a href=\"#return-footnote-86-81\" class=\"return-footnote\" aria-label=\"Return to footnote 81\">&crarr;<\/a><\/li><li id=\"footnote-86-82\">Referenced in Kathy Marshack, \u201cHow to Arrive at Fair Compensation in a Family Business,\u201d <em class=\"emphasis\">American Chronicle<\/em>, February 29, 2008, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.americanchronicle.com\/articles\/view\/53757\" rel=\"noopener noreferrer\">www.americanchronicle.com\/articles\/view\/53757<\/a>. <a href=\"#return-footnote-86-82\" class=\"return-footnote\" aria-label=\"Return to footnote 82\">&crarr;<\/a><\/li><li id=\"footnote-86-83\">Ellen Frankenberg, \u201cEqual Isn\u2019t Always Fair: Making Tough Decisions about Transmitting Family Assets,\u201d Frankenberg Group, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.frankenberggroup.com\/equal-isnt-always-fair-making-tough-decisions-about-transmitting-family-assets.html\" rel=\"noopener noreferrer\">www.frankenberggroup.com\/equal-isnt-always-fair-making-tough-decisions-about -transmitting-family-assets.html<\/a>. <a href=\"#return-footnote-86-83\" class=\"return-footnote\" aria-label=\"Return to footnote 83\">&crarr;<\/a><\/li><li id=\"footnote-86-84\">Ellen Frankenberg, \u201cEqual Isn\u2019t Always Fair: Making Tough Decisions about Transmitting Family Assets,\u201d Frankenberg Group, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.frankenberggroup.com\/equal-isnt-always-fair-making-tough-decisions-about-transmitting-family-assets.html\" rel=\"noopener noreferrer\">www.frankenberggroup.com\/equal-isnt-always-fair-making-tough-decisions-about -transmitting-family-assets.html<\/a>. <a href=\"#return-footnote-86-84\" class=\"return-footnote\" aria-label=\"Return to footnote 84\">&crarr;<\/a><\/li><li id=\"footnote-86-85\">Dean Fowler and Peg Masterson Edquist, \u201cEvaluate the Pros and Cons of Employing Family Members,\u201d <em class=\"emphasis\">Business Journal<\/em>, June 6, 2003, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.bizjournals.com\/milwaukee\/stories\/2003\/06\/09\/smallb6.html\" rel=\"noopener noreferrer\">www.bizjournals.com\/milwaukee\/stories\/2003\/06\/09\/smallb6.html<\/a> <a href=\"#return-footnote-86-85\" class=\"return-footnote\" aria-label=\"Return to footnote 85\">&crarr;<\/a><\/li><li id=\"footnote-86-86\">Bernard J. D\u2019Avella Jr. and Hannoch Weisman, \u201cWhy Compensation for Family Members Should Be at Market Value,\u201d <em class=\"emphasis\">Fairleigh Dickinson University<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/view.fdu.edu\/default.aspx?id=2344\" rel=\"noopener noreferrer\">view.fdu.edu\/default.aspx?id=2344<\/a>. <a href=\"#return-footnote-86-86\" class=\"return-footnote\" aria-label=\"Return to footnote 86\">&crarr;<\/a><\/li><li id=\"footnote-86-87\">Ellen Frankenberg, \u201cEqual Isn\u2019t Always Fair: Making Tough Decisions about Transmitting Family Assets,\u201d Frankenberg Group, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.frankenberggroup.com\/equal-isnt-always-fair-making-tough-decisions-about-transmitting-family-assets.html\" rel=\"noopener noreferrer\">www.frankenberggroup.com\/equal-isnt-always-fair-making-tough-decisions-about -transmitting-family-assets.html<\/a>. <a href=\"#return-footnote-86-87\" class=\"return-footnote\" aria-label=\"Return to footnote 87\">&crarr;<\/a><\/li><li id=\"footnote-86-88\">\u201cThe Family Business Survey 2008\/2009,\u201d <em class=\"emphasis\">Praxity<\/em>, 2009, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx\" rel=\"noopener noreferrer\">http:\/\/praxityprod.awecomm.com\/News\/2009\/Pages\/UKFamilyBusinessSurvey.aspx<\/a>. <a href=\"#return-footnote-86-88\" class=\"return-footnote\" aria-label=\"Return to footnote 88\">&crarr;<\/a><\/li><li id=\"footnote-86-89\">\u201cAmerican Family Business Survey,\u201d <em class=\"emphasis\">Mass Mutual Financial Group<\/em>, 2007, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.massmutual.com\/mmfg\/pdf\/afbs.pdf\" rel=\"noopener noreferrer\">www.massmutual.com\/mmfg\/pdf\/afbs.pdf<\/a>. <a href=\"#return-footnote-86-89\" class=\"return-footnote\" aria-label=\"Return to footnote 89\">&crarr;<\/a><\/li><li id=\"footnote-86-90\">\u201cFamily Owned Businesses Law and Legal Definition,\u201d <em class=\"emphasis\">USLegal.com<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/definitions.uslegal.com\/f\/family-owned-businesses\" rel=\"noopener noreferrer\">definitions.uslegal.com\/f\/family-owned-businesses<\/a> <a href=\"#return-footnote-86-90\" class=\"return-footnote\" aria-label=\"Return to footnote 90\">&crarr;<\/a><\/li><li id=\"footnote-86-91\">\u201cFamily Business Statistics,\u201d <em class=\"emphasis\">Gaebler.com: Resources for Entrepreneurs<\/em>, October 10, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.gaebler.com\/Family-Business-Statistics.htm\" rel=\"noopener noreferrer\">www.gaebler.com\/Family-Business-Statistics.htm<\/a> <a href=\"#return-footnote-86-91\" class=\"return-footnote\" aria-label=\"Return to footnote 91\">&crarr;<\/a><\/li><li id=\"footnote-86-92\">Sue Birley, \u201cAttitudes of Owner-Managers\u2019 Children Towards Family and Business Issues,\u201d <em class=\"emphasis\">Entrepreneurship Theory and Practice<\/em>, Spring 2002, 5\u201319. <a href=\"#return-footnote-86-92\" class=\"return-footnote\" aria-label=\"Return to footnote 92\">&crarr;<\/a><\/li><li id=\"footnote-86-93\">Nancy Bowman-Upton, \u201cTransferring Management in the Family-Owned Business,\u201d <em class=\"emphasis\">Small Business Administration<\/em>, 1991, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.sbaonline.sba.gov\/idc\/groups\/public\/documents\/sba_homepage\/serv_sbp_exit.pdf\" rel=\"noopener noreferrer\">www.sbaonline.sba.gov\/idc\/groups\/public\/documents\/sba_homepage\/serv_sbp _exit.pdf<\/a>. <a href=\"#return-footnote-86-93\" class=\"return-footnote\" aria-label=\"Return to footnote 93\">&crarr;<\/a><\/li><li id=\"footnote-86-94\">Ivan Lansberg, \u201cThe Succession Conspiracy,\u201d <em class=\"emphasis\">Family Business Review<\/em> 1 (1981): 119\u201344, as cited in Nancy Bowman-Upton, \u201cTransferring Management in the Family-Owned Business,\u201d <em class=\"emphasis\">Small Business Administration<\/em>, 1991, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.sbaonline.sba.gov\/idc\/groups\/public\/documents\/sba_homepage\/serv_sbp_exit.pdf\" rel=\"noopener noreferrer\">www.sbaonline.sba.gov\/idc\/groups\/public\/documents\/sba_homepage\/serv_sbp _exit.pdf<\/a>. <a href=\"#return-footnote-86-94\" class=\"return-footnote\" aria-label=\"Return to footnote 94\">&crarr;<\/a><\/li><li id=\"footnote-86-95\">\u201cSample Succession Planning Policy,\u201d accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.experienceworks.ca\/pdf\/successionpolicy.pdf\" rel=\"noopener noreferrer\">www.experienceworks.ca\/pdf\/successionpolicy.pdf<\/a> <a href=\"#return-footnote-86-95\" class=\"return-footnote\" aria-label=\"Return to footnote 95\">&crarr;<\/a><\/li><li id=\"footnote-86-96\">\u201cMaking a Difference: The PricewaterhouseCoopers Family Business Survey 2007\/08,\u201d PriceWaterhouseCoopers, November 2007, accessed October 8, 2011, <a target=\"_blank\" href=\"http:\/\/www.pwc.com\/en_TH\/th\/publications\/assets\/pwc_fbs_survey.pdf\" rel=\"noopener noreferrer\">www.pwc.com\/en_TH\/th\/publications\/assets\/pwc_fbs_survey.pdf<\/a>. <a href=\"#return-footnote-86-96\" class=\"return-footnote\" aria-label=\"Return to footnote 96\">&crarr;<\/a><\/li><li id=\"footnote-86-97\">\u201cFamily-Run Businesses: Succession Planning in Family Businesses,\u201d <em class=\"emphasis\">Business Link<\/em>, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.businesslink.gov.uk\/bdotg\/action\/detail?type=RESOURCES&amp;itemId=1074446767\" rel=\"noopener noreferrer\">www.businesslink.gov.uk\/bdotg\/action\/detail?type =RESOURCES&amp;itemId=1074446767<\/a> <a href=\"#return-footnote-86-97\" class=\"return-footnote\" aria-label=\"Return to footnote 97\">&crarr;<\/a><\/li><li id=\"footnote-86-98\">\u201cAvoid Feuds When Handing Down the Family Business,\u201d 2010, <em class=\"emphasis\">AllBusiness.com<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.allbusiness.com\/buying-exiting-businesses\/exiting-a-business\/2975479-1.html\" rel=\"noopener noreferrer\">www.allbusiness.com\/buying-exiting-businesses\/exiting-a-business\/2975479-1.html<\/a>. <a href=\"#return-footnote-86-98\" class=\"return-footnote\" aria-label=\"Return to footnote 98\">&crarr;<\/a><\/li><li id=\"footnote-86-99\">\u201cComponents of a Good Business Succession Plan,\u201d April 18, 2011, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.entrepreneurshipsecret.com\/components-of-a-good-business-succession-plan\" rel=\"noopener noreferrer\">www.entrepreneurshipsecret.com\/components-of-a-good-business -succession-plan<\/a>. <a href=\"#return-footnote-86-99\" class=\"return-footnote\" aria-label=\"Return to footnote 99\">&crarr;<\/a><\/li><li id=\"footnote-86-100\">Susan Ward, \u201cSix Business Succession Planning Tips,\u201d <em class=\"emphasis\">About.com<\/em>, 2011, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/sbinfocanada.about.com\/cs\/buysellabiz\/a\/succession1_2.htm\" rel=\"noopener noreferrer\">sbinfocanada.about.com\/cs\/buysellabiz\/a\/succession1_2.htm<\/a>. <a href=\"#return-footnote-86-100\" class=\"return-footnote\" aria-label=\"Return to footnote 100\">&crarr;<\/a><\/li><li id=\"footnote-86-101\">Susan Ward, \u201cSix Business Succession Planning Tips,\u201d <em class=\"emphasis\">About.com<\/em>, 2011, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/sbinfocanada.about.com\/cs\/buysellabiz\/a\/succession1_2.htm\" rel=\"noopener noreferrer\">sbinfocanada.about.com\/cs\/buysellabiz\/a\/succession1_2.htm<\/a>. <a href=\"#return-footnote-86-101\" class=\"return-footnote\" aria-label=\"Return to footnote 101\">&crarr;<\/a><\/li><li id=\"footnote-86-102\">\u201cFamily Succession Plan First Then the Succession Plan for the Family\u2019s Business,\u201d <em class=\"emphasis\">Family Business Experts<\/em>, 2011, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.family-business-experts.com\/family-succession-plan.html\" rel=\"noopener noreferrer\">www.family-business-experts.com\/family-succession-plan.html<\/a>. <a href=\"#return-footnote-86-102\" class=\"return-footnote\" aria-label=\"Return to footnote 102\">&crarr;<\/a><\/li><li id=\"footnote-86-103\">Karen E. Klein, \u201cWhen the Third Generation Runs the Family Biz,\u201d <em class=\"emphasis\">Bloomberg BusinessWeek<\/em>, April 9, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.BusinessWeek.com\/smallbiz\/content\/apr2010\/sb2010049_806426.htm\" rel=\"noopener noreferrer\">www.BusinessWeek.com\/smallbiz\/content\/apr2010\/sb2010049_806426.htm<\/a>. <a href=\"#return-footnote-86-103\" class=\"return-footnote\" aria-label=\"Return to footnote 103\">&crarr;<\/a><\/li><li id=\"footnote-86-104\">George Ambler, \u201cConstructive Conflict Is Essential for Creating Commitment to Decisions,\u201d May 15, 2007, accessed October 8, 2011 <a href=\"#return-footnote-86-104\" class=\"return-footnote\" aria-label=\"Return to footnote 104\">&crarr;<\/a><\/li><li id=\"footnote-86-105\">Kimberly A. Eddleston, Robert F. Otondo, and Franz Willi Kellermanns, \u201cConflict, Participative Decision-Making, and Generational Ownership Dispersion: A Multilevel Analysis,\u201d <em class=\"emphasis\">Journal of Small Business Management<\/em> 46, no. 3 (2008): 456\u201384 <a href=\"#return-footnote-86-105\" class=\"return-footnote\" aria-label=\"Return to footnote 105\">&crarr;<\/a><\/li><li id=\"footnote-86-106\">Suzi Quixley, \u201cUnderstanding Constructive &amp; Destructive Conflict,\u201d May 2008, accessed June 1, 2012, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.suziqconsulting.com.au\/free_articles_files\/CON%20-%20Constructive%20&amp;%20Destructive%20-%20May08.pdf\" rel=\"noopener noreferrer\">http:\/\/www.suziqconsulting.com.au\/free_articles_files \/CON%20-%20Constructive%20&amp;%20Destructive%20-%20May08.pdf<\/a> <a href=\"#return-footnote-86-106\" class=\"return-footnote\" aria-label=\"Return to footnote 106\">&crarr;<\/a><\/li><li id=\"footnote-86-107\">\u201cManaging Conflict in Family Businesses,\u201d <em class=\"emphasis\">Business Link<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.businesslink.gov.uk\/bdotg\/action\/detail?type=RESOURCES&amp;itemId=1073792653\" rel=\"noopener noreferrer\">www.businesslink.gov.uk\/bdotg\/action\/detail?type=RESOURCES&amp;itemId= 1073792653<\/a>. <a href=\"#return-footnote-86-107\" class=\"return-footnote\" aria-label=\"Return to footnote 107\">&crarr;<\/a><\/li><li id=\"footnote-86-108\">Kimberly A. Eddleston, Robert F. Otondo, and Franz Willi Kellermanns, \u201cConflict, Participative Decision-Making, and Generational Ownership Dispersion: A Multilevel Analysis,\u201d <em class=\"emphasis\">Journal of Small Business Management<\/em> 46, no. 3 (2008): 456\u201384 <a href=\"#return-footnote-86-108\" class=\"return-footnote\" aria-label=\"Return to footnote 108\">&crarr;<\/a><\/li><li id=\"footnote-86-109\">Suzi Quixley, \u201cUnderstanding Constructive &amp; Destructive Conflict,\u201d May 2008, accessed June 1, 2012, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.suziqconsulting.com.au\/free_articles_files\/CON%20-%20Constructive%20&amp;%20Destructive%20-%20May08.pdf\" rel=\"noopener noreferrer\">http:\/\/www.suziqconsulting.com.au\/free_articles_files \/CON%20-%20Constructive%20&amp;%20Destructive%20-%20May08.pdf<\/a> <a href=\"#return-footnote-86-109\" class=\"return-footnote\" aria-label=\"Return to footnote 109\">&crarr;<\/a><\/li><li id=\"footnote-86-110\">Professor Michael Roberto from Harvard Business School, quoted in George Ambler, \u201cConstructive Conflict Is Essential for Creating Commitment to Decisions,\u201d May 15, 2007, accessed October 8, 2011 <a href=\"#return-footnote-86-110\" class=\"return-footnote\" aria-label=\"Return to footnote 110\">&crarr;<\/a><\/li><li id=\"footnote-86-111\">Nigel Finch, \u201cIdentifying and Addressing the Causes of Conflict in Family Business,\u201d Working Paper Series: University of Sydney, May 2005, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262\" rel=\"noopener noreferrer\">papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262<\/a>. <a href=\"#return-footnote-86-111\" class=\"return-footnote\" aria-label=\"Return to footnote 111\">&crarr;<\/a><\/li><li id=\"footnote-86-112\">\u201cManaging Conflict in Family Businesses,\u201d <em class=\"emphasis\">Business Link<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.businesslink.gov.uk\/bdotg\/action\/detail?type=RESOURCES&amp;itemId=1073792653\" rel=\"noopener noreferrer\">www.businesslink.gov.uk\/bdotg\/action\/detail?type=RESOURCES&amp;itemId= 1073792653<\/a> <a href=\"#return-footnote-86-112\" class=\"return-footnote\" aria-label=\"Return to footnote 112\">&crarr;<\/a><\/li><li id=\"footnote-86-113\">Nigel Finch, \u201cIdentifying and Addressing the Causes of Conflict in Family Business,\u201d Working Paper Series: University of Sydney, May 2005, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262\" rel=\"noopener noreferrer\">papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262<\/a> <a href=\"#return-footnote-86-113\" class=\"return-footnote\" aria-label=\"Return to footnote 113\">&crarr;<\/a><\/li><li id=\"footnote-86-114\">Kimberly A. Eddleston, Robert F. Otondo, and Franz Willi Kellermanns, \u201cConflict, Participative Decision-Making, and Generational Ownership Dispersion: A Multilevel Analysis,\u201d <em class=\"emphasis\">Journal of Small Business Management<\/em> 46, no. 3 (2008): 456\u201384. <a href=\"#return-footnote-86-114\" class=\"return-footnote\" aria-label=\"Return to footnote 114\">&crarr;<\/a><\/li><li id=\"footnote-86-115\">\u201cMaking a Difference: The PricewaterhouseCoopers Family Business Survey 2007\/08,\u201d <em class=\"emphasis\">PriceWaterhouseCoopers<\/em>, November 2007, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.pwc.com\/en_TH\/th\/publications\/assets\/pwc_fbs_survey.pdf\" rel=\"noopener noreferrer\">www.pwc.com\/en_TH\/th\/publications\/assets\/pwc_fbs_survey.pdf<\/a> <a href=\"#return-footnote-86-115\" class=\"return-footnote\" aria-label=\"Return to footnote 115\">&crarr;<\/a><\/li><li id=\"footnote-86-116\">Kimberly A. Eddleston, Robert F. Otondo, and Franz Willi Kellermanns, \u201cConflict, Participative Decision-Making, and Generational Ownership Dispersion: A Multilevel Analysis,\u201d <em class=\"emphasis\">Journal of Small Business Management<\/em> 46, no. 3 (2008): 456\u201384. <a href=\"#return-footnote-86-116\" class=\"return-footnote\" aria-label=\"Return to footnote 116\">&crarr;<\/a><\/li><li id=\"footnote-86-117\">Michael Harvey and Rodney E. Evans, \u201cFamily Business and Multiple Levels of Conflict,\u201d <em class=\"emphasis\">Family Business Review<\/em> 7, no. 4 (1994): 331\u201348, as cited in Kimberly A. Eddleston, Robert F. Otondo, and Franz Willi Kellermanns, \u201cConflict, Participative Decision-Making, and Generational Ownership Dispersion: A Multilevel Analysis,\u201d <em class=\"emphasis\">Journal of Small Business Management<\/em> 46, no. 3 (2008): 456\u201384. <a href=\"#return-footnote-86-117\" class=\"return-footnote\" aria-label=\"Return to footnote 117\">&crarr;<\/a><\/li><li id=\"footnote-86-118\">Harry Levinson, \u201cConflicts That Plague Family Businesses,\u201d <em class=\"emphasis\">Harvard Business Review<\/em> 71 (1971): 90\u201398 <a href=\"#return-footnote-86-118\" class=\"return-footnote\" aria-label=\"Return to footnote 118\">&crarr;<\/a><\/li><li id=\"footnote-86-119\">\u201cCommon Sources of Dysfunctional Conflict in Family Businesses,\u201d <em class=\"emphasis\">RJW Consulting<\/em>, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.rjweissconsulting.com\/businessDevelopmentNewsDetail.asp?ID=2\" rel=\"noopener noreferrer\">www.rjweissconsulting.com\/businessDevelopmentNewsDetail.asp?ID=2<\/a> <a href=\"#return-footnote-86-119\" class=\"return-footnote\" aria-label=\"Return to footnote 119\">&crarr;<\/a><\/li><li id=\"footnote-86-120\">Nigel Finch, \u201cIdentifying and Addressing the Causes of Conflict in Family Business,\u201d Working Paper Series: University of Sydney, May 2005, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262\" rel=\"noopener noreferrer\">papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262<\/a>. <a href=\"#return-footnote-86-120\" class=\"return-footnote\" aria-label=\"Return to footnote 120\">&crarr;<\/a><\/li><li id=\"footnote-86-121\">Nigel Finch, \u201cIdentifying and Addressing the Causes of Conflict in Family Business,\u201d Working Paper Series: University of Sydney, May 2005, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262\" rel=\"noopener noreferrer\">papers.ssrn.com\/sol3\/papers.cfm?abstract_id=717262<\/a> <a href=\"#return-footnote-86-121\" class=\"return-footnote\" aria-label=\"Return to footnote 121\">&crarr;<\/a><\/li><li id=\"footnote-86-122\">\u201cCommon Sources of Dysfunctional Conflict in Family Businesses,\u201d <em class=\"emphasis\">RJW Consulting<\/em>, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.rjweissconsulting.com\/businessDevelopmentNewsDetail.asp?ID=2\" rel=\"noopener noreferrer\">www.rjweissconsulting.com\/businessDevelopmentNewsDetail.asp?ID=2<\/a> <a href=\"#return-footnote-86-122\" class=\"return-footnote\" aria-label=\"Return to footnote 122\">&crarr;<\/a><\/li><li id=\"footnote-86-123\">Peter S. Davis and Paula D. Harveston, \u201cThe Phenomenon of Substantive Conflict in the Family Firm: A Cross-Generational Study,\u201d <em class=\"emphasis\">Journal of Small Business Management<\/em> 39, no. 1 (2001): 14\u201330 <a href=\"#return-footnote-86-123\" class=\"return-footnote\" aria-label=\"Return to footnote 123\">&crarr;<\/a><\/li><li id=\"footnote-86-124\">\u201cCommon Sources of Dysfunctional Conflict in Family Businesses,\u201d <em class=\"emphasis\">RJW Consulting<\/em>, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.rjweissconsulting.com\/businessDevelopmentNewsDetail.asp?ID=2\" rel=\"noopener noreferrer\">www.rjweissconsulting.com\/businessDevelopmentNewsDetail.asp?ID=2<\/a>. <a href=\"#return-footnote-86-124\" class=\"return-footnote\" aria-label=\"Return to footnote 124\">&crarr;<\/a><\/li><li id=\"footnote-86-125\">Wayne Rivers, \u201cTop 15 Sources of Conflict in Family Businesses,\u201d <em class=\"emphasis\">Family Business Institute<\/em>, 2009, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.familybusinessinstitute.com\/index.php\/volume-6-articles\/top-15-sources-of-conflict-in-family-businesses.html\" rel=\"noopener noreferrer\">www.familybusinessinstitute.com\/index.php\/volume-6-articles\/top-15-sources-of-conflict-in-family-businesses.html<\/a>. <a href=\"#return-footnote-86-125\" class=\"return-footnote\" aria-label=\"Return to footnote 125\">&crarr;<\/a><\/li><li id=\"footnote-86-126\">\u201cHow Family Squabbling Affects Other Employees\u2014and Customers,\u201d <em class=\"emphasis\">National Federation of Independent Business<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.nfib.com\/business-resources\/business-resources-item?cmsid=52150\" rel=\"noopener noreferrer\">www.nfib.com\/business-resources\/business-resources-item?cmsid=52150<\/a> <a href=\"#return-footnote-86-126\" class=\"return-footnote\" aria-label=\"Return to footnote 126\">&crarr;<\/a><\/li><li id=\"footnote-86-127\">\u201cHow Family Squabbling Affects Other Employees\u2014and Customers,\u201d <em class=\"emphasis\">National Federation of Independent Business<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.nfib.com\/business-resources\/business-resources-item?cmsid=52150\" rel=\"noopener noreferrer\">www.nfib.com\/business-resources\/business-resources-item?cmsid=52150<\/a>. <a href=\"#return-footnote-86-127\" class=\"return-footnote\" aria-label=\"Return to footnote 127\">&crarr;<\/a><\/li><li id=\"footnote-86-128\">\u201cHow Family Squabbling Affects Other Employees\u2014and Customers,\u201d <em class=\"emphasis\">National Federation of Independent Business<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.nfib.com\/business-resources\/business-resources-item?cmsid=52150\" rel=\"noopener noreferrer\">www.nfib.com\/business-resources\/business-resources-item?cmsid=52150<\/a> <a href=\"#return-footnote-86-128\" class=\"return-footnote\" aria-label=\"Return to footnote 128\">&crarr;<\/a><\/li><li id=\"footnote-86-129\">\u201cHow Family Squabbling Affects Other Employees\u2014and Customers,\u201d <em class=\"emphasis\">National Federation of Independent Business<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.nfib.com\/business-resources\/business-resources-item?cmsid=52150\" rel=\"noopener noreferrer\">www.nfib.com\/business-resources\/business-resources-item?cmsid=52150<\/a>. <a href=\"#return-footnote-86-129\" class=\"return-footnote\" aria-label=\"Return to footnote 129\">&crarr;<\/a><\/li><li id=\"footnote-86-130\">\u201cHow Family Squabbling Affects Other Employees\u2014and Customers,\u201d <em class=\"emphasis\">National Federation of Independent Business<\/em>, 2010, accessed October 8, 2011, <a class=\"link\" target=\"_blank\" href=\"http:\/\/www.nfib.com\/business-resources\/business-resources-item?cmsid=52150\" rel=\"noopener noreferrer\">www.nfib.com\/business-resources\/business-resources-item?cmsid=52150<\/a>. <a href=\"#return-footnote-86-130\" class=\"return-footnote\" aria-label=\"Return to footnote 130\">&crarr;<\/a><\/li><li id=\"footnote-86-131\">George Ambler, \u201cConstructive Conflict Is Essential for Creating Commitment to Decisions,\u201d May 15, 2007, accessed October 8, 2011 <a href=\"#return-footnote-86-131\" class=\"return-footnote\" aria-label=\"Return to footnote 131\">&crarr;<\/a><\/li><li id=\"footnote-86-132\">George Ambler, \u201cConstructive Conflict Is Essential for Creating Commitment to Decisions,\u201d May 15, 2007, accessed October 8, 2011. <a href=\"#return-footnote-86-132\" class=\"return-footnote\" aria-label=\"Return to footnote 132\">&crarr;<\/a><\/li><li id=\"footnote-86-133\">\u201cThe Lobster Tale,\u201d\u00a0<a class=\"link\" target=\"_blank\" href=\"http:\/\/www.westbrooklobster.com\/Wallingford\/pages\/wally_home.html\" rel=\"noopener noreferrer\">http:\/\/www.westbrooklobster.com\/Wallingford\/pages\/wally_home.html<\/a> (accessed on October 8, 2011) <a href=\"#return-footnote-86-133\" class=\"return-footnote\" aria-label=\"Return to footnote 133\">&crarr;<\/a><\/li><li id=\"footnote-86-134\">interview with Michael Larivere, October 11, 2010. <a href=\"#return-footnote-86-134\" class=\"return-footnote\" aria-label=\"Return to footnote 134\">&crarr;<\/a><\/li><\/ol><\/div><div class=\"glossary\"><span class=\"screen-reader-text\" id=\"definition\">definition<\/span><template id=\"term_86_643\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_86_643\"><div tabindex=\"-1\"><p>a business that is actively owned and\/or managed by more than one member of the same family.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_86_659\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_86_659\"><div tabindex=\"-1\"><p> \tPassing the business to the next generation.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_86_653\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_86_653\"><div tabindex=\"-1\"><p>external, non-family, non-owner manager.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_86_651\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_86_651\"><div tabindex=\"-1\"><p>formal education, training, and experience outside the family business.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_86_652\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_86_652\"><div tabindex=\"-1\"><p>an understanding of the culture of a specific firm.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_86_661\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_86_661\"><div tabindex=\"-1\"><p><a>conflict that is beneficial to a family business<\/a><\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_86_662\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_86_662\"><div tabindex=\"-1\"><p>conflict that is beneficial to a family business<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><template id=\"term_86_666\"><div class=\"glossary__definition\" role=\"dialog\" data-id=\"term_86_666\"><div tabindex=\"-1\"><p>the ability to identify a problem or an opportunity, creatively develop alternative solutions, select an alternative, delegate authority to implement a solution, and implement and evaluate the solution.<\/p>\n<\/div><button><span aria-hidden=\"true\">&times;<\/span><span class=\"screen-reader-text\">Close definition<\/span><\/button><\/div><\/template><\/div>","protected":false},"author":30,"menu_order":3,"template":"","meta":{"pb_show_title":"on","pb_short_title":"Family Businesses","pb_subtitle":"","pb_authors":[],"pb_section_license":"cc-by-nc-sa"},"chapter-type":[],"contributor":[58],"license":[54],"class_list":["post-86","chapter","type-chapter","status-publish","hentry","contributor-mpauley","license-cc-by-nc-sa"],"part":408,"_links":{"self":[{"href":"https:\/\/pressbooks.library.upei.ca\/smallbusinessmanagement\/wp-json\/pressbooks\/v2\/chapters\/86","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/pressbooks.library.upei.ca\/smallbusinessmanagement\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/pressbooks.library.upei.ca\/smallbusinessmanagement\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/pressbooks.library.upei.ca\/smallbusinessmanagement\/wp-json\/wp\/v2\/users\/30"}],"version-history":[{"count":53,"href":"https:\/\/pressbooks.library.upei.ca\/smallbusinessmanagement\/wp-json\/pressbooks\/v2\/chapters\/86\/revisions"}],"predecessor-version":[{"id":1612,"href":"https:\/\/pressbooks.library.upei.ca\/smallbusinessmanagement\/wp-json\/pressbooks\/v2\/chapters\/86\/revisions\/1612"}],"part":[{"href":"https:\/\/pressbooks.library.upei.ca\/smallbusinessmanagement\/wp-json\/pressbooks\/v2\/parts\/408"}],"metadata":[{"href":"https:\/\/pressbooks.library.upei.ca\/smallbusinessmanagement\/wp-json\/pressbooks\/v2\/chapters\/86\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/pressbooks.library.upei.ca\/smallbusinessmanagement\/wp-json\/wp\/v2\/media?parent=86"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/pressbooks.library.upei.ca\/smallbusinessmanagement\/wp-json\/pressbooks\/v2\/chapter-type?post=86"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/pressbooks.library.upei.ca\/smallbusinessmanagement\/wp-json\/wp\/v2\/contributor?post=86"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/pressbooks.library.upei.ca\/smallbusinessmanagement\/wp-json\/wp\/v2\/license?post=86"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}