Power and Learning in the Dynamics of Family Business Development

Richard T. Harrison () and Claire M. Leitch ()
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Richard T. Harrison: Queen’s University Management School, Queen’s University Belfast
Claire M. Leitch: Queen’s University Management School, Queen’s University Belfast

Chapter Chapter 9 in Understanding Family Businesses, 2012, pp 133-156 from Springer

Abstract: Abstract Within the field of entrepreneurial learning research, there is growing recognition of the need to consider the influence of power on the learning process itself (Harrison and Leitch 2008). However, there has been little attempt to develop these issues in the family business context specifically. While family business studies have examined various elements of conflict, role confusion and organisational performance (Poutziouris et al. 2006; Berkel 2007), they have neither set this in the context of the analysis of learning processes and outcomes nor related these discussions back to the wider debates on the role of power in organisations. In this chapter, we contribute to the small number of studies which do examine these issues (Nienelä 2004): the dynamics of the family business present a rich opportunity to examine such ­topics, combining as it does the process of business development in general with the specific overlay of family issues, both within the family members and between ­family members and non-family executives in a venture.

Keywords: Family Firm; Organisational Learning; Family Business; Strategic Change; Discipline Power (search for similar items in EconPapers)
Date: 2012
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Persistent link: https://EconPapers.repec.org/RePEc:spr:inschp:978-1-4614-0911-3_9

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DOI: 10.1007/978-1-4614-0911-3_9

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