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Merging Family and Firm: An Integrated Systems Approach to Process and Change

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Abstract

The blurring of family and business in family businesses can create tremendous stress for all family members. Scholars have been unsuccessful in applying task-oriented, business-based models to a business in which the boundaries between task and family blur and overlap. This article integrates current research and theory related to family interaction, organizational dynamics, and family businesses to present a conceptual framework that details the complex inner workings of family businesses and helps guide those who study and work with them.

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Authors and Affiliations

  1. Extension Human Development and Family Life Specialist, University of Nevada Cooperative Extension, P.O. Box 11130, Reno, NV, 89520

    Daniel J. Weigel

  2. Speech Communication and Theatre, University of Nevada, Reno, NV, 89557

    Deborah S. Ballard-Reisch

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  1. Daniel J. Weigel
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  2. Deborah S. Ballard-Reisch
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Weigel, D.J., Ballard-Reisch, D.S. Merging Family and Firm: An Integrated Systems Approach to Process and Change. Journal of Family and Economic Issues 18, 7–31 (1997). https://doi.org/10.1023/A:1024917216497

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