Abstract
Penny Andrews, CEO of Smart Start Pet Products, could not believe what she was seeing. A friend had called early that morning to alert her to an online story about the company. Within minutes Penny found the story—“Smart Start Poisons Pets”—posted on an anonymous website: www.stayawayfromsmartstart.com. The site alleged that Smart Start routinely used dangerous chemicals in its pet food products, and that consumers should avoid purchasing and using the products. Over 50 people had commented on the site, mostly to say they would no longer consider using Smart Start. Minutes later, when the CEO signed into her work e-mail account, she found queries from several area reporters, asking her to comment on the allegations.
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Notes
S. Brown, G. Garino, and C. Martin, “Firm Performance and Labour Turnover: Evidence from the 2004 Workplace Employee Relations Survey,” Economic Modeling, Vol. 26 (2009): 689–695.
The 3-Circle model first appeared in Renato Tagiuri and John Davis, “Bivalent Attributes of the Family Firm,” Family Business Review, Vol 9, no. 2. (1996): 199–208.
Trapeze analogy and figure for exits from William Bridges, Managing Transitions: Making Sense of Life’s Changes (Cambridge, MA, Da Capo Books, 2009).
For a discussion of how inertia applies to everything from fitness to 401(k) retirement account choices, see Richard Thaler and Cass Sun-stein, Nudge: Improving Decisions about Health, Wealth, and Happiness (New Haven, CT: Yale University Press, 2008).
For an extensive discussion of understanding and managing transitions including exits, see William Bridges and Susan Bridges, Managing Transitions: Making the Most of Change (Philadelpha: Da Capo Lifelong Books, 2009).
Jeffrey Sonnenfeld and Padraic Spence, “The Parting Patriarch of a Family Firm,” Family Business Review, Vol. 2, No. 4(1989): 355–375.
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© 2016 David Ransburg, Wendy Sage-Hayward, and Amy M. Schuman
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Ransburg, D., Sage-Hayward, W., Schuman, A.M. (2016). Exit. In: Human Resources in the Family Business. A Family Business Publication. Palgrave Macmillan, New York. https://doi.org/10.1057/9781137444271_8
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DOI: https://doi.org/10.1057/9781137444271_8
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