The family business is pulled in several directions. Individual family members involved with it will strive to create opportunities for themselves, as well as financial gain and rewarding relationships. Their desires and motivations will affect the company. Then there are structural conflicts between the operating principles of a family and their business. However, the two systems are interdependent: the family’s values and behavior affect the company’s policies and decisions; and the company influences family members’ careers, relationships and finances. The mingling of family and business systems in a family enterprise explains why drawing on both the psychodynamic and the family systems approach has proved to be extremely helpful in addressing family business issues that fall outside the boundaries of traditional management theory.
In this book, ideas from the psychodynamic and family systemic approaches are integrated with an existing body of literature on leadership to offer new perspectives on family business functioning.
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