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Competence Development and Personnel Selection in Dynastic Business Families

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Managing Business Family Dynasties

Part of the book series: Management for Professionals ((MANAGPROF))

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Abstract

Suitable personnel selection is crucial in setting up boards: the challenges for the management of dynastic business families are enormous, so it is crucial to find and select competent people, train them and put them in appropriate positions. In this context, the organisational logic of competence and the family logic of equality also collide in dynastic families. Questions of competence promotion and personnel selection can become tense issues that need to be addressed sensitively. If the political logic of democratic majority decisions is added and there is an expectation that committee representatives should be not only competent but also popular, then it becomes clear what a mammoth task it is to successfully recruit suitable people for the management and representation of the business family. The task is made somewhat easier by the fact that the large number and diversity of shareholders increase the likelihood that at least some candidates will be found who are both willing and able to help shape the dynastic business family.

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Notes

  1. 1.

     On the differentiation of meaning into three dimensions, marked with the attributes “factual”, “social” and “temporal,” see Luhmann (1984, p. 112).

  2. 2.

     For further contents and components of the factual dimension of competences of a committee member, see also Kormann (2008) or Rüsen (2020).

  3. 3.

     On the topic of the remuneration of committee members, see also Kormann (2008, p. 474).

  4. 4.

     See, for example for the Merck family: Rüsen and Stangenberg-Haverkamp (2020), and for the Freudenberg family: Simons (2020).

  5. 5.

     See also Felden et al. (2020).

  6. 6.

     On the content and dimensions of such procedures for committee representatives in family businesses and business families, see Felden and Rüsen (2020).

  7. 7.

     See, more specifically, Kleve (2020).

References

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Authors and Affiliations

  1. Witten Institute for Family Business, Witten/Herdecke University, Witten, Germany

    Tom A. Rüsen, Heiko Kleve & Arist von Schlippe

Authors
  1. Tom A. Rüsen
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  2. Heiko Kleve
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  3. Arist von Schlippe
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Rüsen, T.A., Kleve, H., von Schlippe, A. (2021). Competence Development and Personnel Selection in Dynastic Business Families. In: Managing Business Family Dynasties. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-030-82619-2_6

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