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Treuhändermentalität in Unternehmerfamilien als Doing Business Family. Eine empirische Studie zum Prozess der Herstellung von Familiarität und Transgenerationalität

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Simons, F., Köllner, T., Kleve, H. Treuhändermentalität in Unternehmerfamilien als Doing Business Family. Eine empirische Studie zum Prozess der Herstellung von Familiarität und Transgenerationalität. ZfKE – Zeitschrift für KMU und Entrepreneurship, 71(1), 61-88. https://doi.org/10.3790/zfke.71.1.61
Simons, Fabian; Köllner, Tobias and Kleve, Heiko "Treuhändermentalität in Unternehmerfamilien als Doing Business Family. Eine empirische Studie zum Prozess der Herstellung von Familiarität und Transgenerationalität" ZfKE – Zeitschrift für KMU und Entrepreneurship 71.1, 2023, 61-88. https://doi.org/10.3790/zfke.71.1.61
Simons, Fabian/Köllner, Tobias/Kleve, Heiko (2023): Treuhändermentalität in Unternehmerfamilien als Doing Business Family. Eine empirische Studie zum Prozess der Herstellung von Familiarität und Transgenerationalität, in: ZfKE – Zeitschrift für KMU und Entrepreneurship, vol. 71, iss. 1, 61-88, [online] https://doi.org/10.3790/zfke.71.1.61
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Treuhändermentalität in Unternehmerfamilien als Doing Business Family. Eine empirische Studie zum Prozess der Herstellung von Familiarität und Transgenerationalität

Simons, Fabian | Köllner, Tobias | Kleve, Heiko

ZfKE – Zeitschrift für KMU und Entrepreneurship, Vol. 71 (2023), Iss. 1 : pp. 61–88

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Publisher Name
Duncker & Humblot
DOI
https://doi.org/10.3790/zfke.71.1.61
Language
German
Pages
28

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Simons, Fabian

  • Dr. Fabian Simons war Doktorand am Wittener Institut für Familienunternehmen (WIFU) der Univer­sität Witten/Herdecke. Im Rahmen seines Promotionsstudiums beschäftigte er sich mit dem vermögensstrategischen Standpunkt der „Treuhändermentalität“, der in dynastischen Unternehmerfamilien anzutreffen ist.
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Köllner, Tobias

  • PD Dr. Tobias Köllner ist Senior Research Fellow am Wittener Institut für Fami­lienunternehmen (WIFU) und leitet eine Forschungsgruppe zur kulturvergleichenden Analyse von Unternehmerfamilien am Stiftungslehrstuhl für Organisation und Entwicklung von Unternehmerfamilien. Er ist Ethnologe und Soziologe und beschäftigt sich vor allem mit Osteuropa und Russland, der Einbettung wirtschaftlichen Handelns, dem Kulturvergleich und den Zusammenhängen zwischen Religion und Politik.
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Kleve, Heiko

  • Prof. Dr. Heiko Kleve ist Inhaber des WIFU-Stiftungslehrstuhls für Organisation und Entwicklung von Unternehmerfamilien und Akademischer Direktor am Wittener Institut für Familienunternehmen (WIFU). Seine Forschungsschwerpunkte sind u. a. die Sozialisation, das Aufwachsen und die Erziehung in Unternehmerfamilien, sowie die Family Governance und Familienstrategieentwicklung.
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Abstract

An important discussion in research on family businesses revolves around the explanation of how business families succeed in continuing the business family and the family business in the next generation. These old and large, so-called dynastic business families, play a significant role in these considerations. The transgenerational continuation needs an explanation, because the motivation of the shareholders to keep their share in the company is constantly threatened. This paper refers to recent discussions on the family in the social sciences and uses an application for the business family. It shows how the transgenerational orientation of the business family can be understood as the result of processes of Doing Family. This involves several social practices, which help to create an incentive so that shareholders hold, maintain, and pass on their shares to the next generation. Herewith we contribute to a better understanding of transgenerational orientation in the business family by inbound theorizing and application to old and large business families in Germany.

Table of Contents

Section Title Page Action Price
Fabian Simons / Tobias Köllner / Heiko Kleve: Treuhändermentalität in Unternehmerfamilien als Doing Business Family. Eine empirische Studie zum Prozess der Herstellung von Familiarität und Transgenerationalität 61
I. Einleitung 62
II. Kontinuität und Entrepreneurial Legacy 64
III. Das Doing Family und das Doing Business Family 66
IV. Forschungsprozess 69
V. Diskussion: Anwendung des Doing Family-Ansatzes auf vier Herstellungspraxen der Treuhändermentalität 74
1. Familiäre Praxen 75
2. Emotionale Praxen 76
3. Personelle Praxen 79
4. Finanzielle Praxen 79
VI. Fazit 81
Literatur 83

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