Abstract

The purpose of this chapter is a) to introduce the concepts of family business (section 1.1), grounded theory (section 1.2), and organizational ecology (section 1.3); b) to explain how grounded theory will be used to develop an evolutionary theory of family business based on organizational ecology (section 1.4); and c) to provide a bridge to chapter two’s in-depth review of the developments and uses of those concepts (section 1.5). In these five sections (1.1–1.5), those insights from Henry Mintzberg’s talk at the 1996 Academy of Management Annual Meetings (Cincinnati, August 9–13, 1996), which are particularly applicable to their respective topics will be presented.

Keywords

Europe Arena 

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Notes

  1. 1.
    de Chardin 1995:160, translation by the authorGoogle Scholar
  2. 2.
    Brockhaus, 1994a; Brockhaus, 1994c; Donckels & Fröhlich, 1991; Dyer & Handler, 1994; Hoy & Verser, 1994Google Scholar
  3. 3.
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  6. 6.
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  7. 7.
    Glaser & Strauss, 1967; Strauss & Corbin, 1990Google Scholar
  8. 8.
    Weick, 1995:4-6Google Scholar
  9. 9.
    cf. McKelvey, 1996Google Scholar
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    Mintzberg, 1996Google Scholar
  11. 11.
    Simon, 1996Google Scholar
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    the aforementioned evolutionary flexibility of organizational ecology was part of the reason why other theories such as Porter’s Model cf. Porter, 1985; Porter, 1990, contingency theory cf. Lawrence & Lorsch, 1967, transaction cost economics cf. Williamson, 1975; Williamson, 1993, or institutionalism cf. Meyer & Rowan, 1977; North, 1990 were dismissedGoogle Scholar
  20. 20.
    on learning cf. Bruderer & Singh, 1996; Levinthal, 1991; Levinthal, 1995; Levinthal & March, 1993Google Scholar
  21. 21.
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  22. 22.
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    Lakatos & Musgrave, 1970Google Scholar

Copyright information

© Springer Science+Business Media New York 2000

Authors and Affiliations

  • Stefan P. Bornheim
    • 1
  1. 1.University of St. GallenSwitzerland

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