Abstract
This is the third of a series of casebooks on issues faced by families owning and managing a business. This group of cases is focused on the management of growth, decline, and transition in such firms. These cases are clustered together because family firms grow, decline, and grow again. They often transform themselves several times in the course of their existence. This change also has significant impact on the firm-owning families and their individual members. In all of these cases, the answer as to what to do when growing or declining is never clear. These cases show that the options for dealing with growth, decline, or a transition are fraught with uncertainty.
Keywords
- Family Firm Owners
- Family-managed Firms
- Casebook
- Undergraduate Business School Students
- Strategic Management Field
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
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Penrose E (1959) The theory of the growth of the firm. Wiley, New York
Porter M (1991) Towards a dynamic theory of strategy. Strat Manage J 12:95–117
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© 2012 Springer Science+Business Media New York
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Brännback, M., Carsrud, A.L. (2012). Introduction. In: Family Firms. SpringerBriefs in Business, vol 37. Springer, New York, NY. https://doi.org/10.1007/978-1-4614-6046-6_1
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DOI: https://doi.org/10.1007/978-1-4614-6046-6_1
Publisher Name: Springer, New York, NY
Print ISBN: 978-1-4614-6045-9
Online ISBN: 978-1-4614-6046-6
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