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Trustee Mentality in Business Families as Doing Business Family

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Simons, F., Köllner, T., Kleve, H. Trustee Mentality in Business Families as Doing Business Family. . An Empirical Study on the Process of Creating Familial Closeness and Transgenerational Entrepreneurship. ZfKE - Journal for SMEs and Entrepreneurship, 73(1–2), 23-44. https://doi.org/10.3790/ZfKE.2025.1470703
Simons, Fabian; Köllner, Tobias and Kleve, Heiko "Trustee Mentality in Business Families as Doing Business Family. An Empirical Study on the Process of Creating Familial Closeness and Transgenerational Entrepreneurship. " ZfKE - Journal for SMEs and Entrepreneurship 73.1–2, 2025, 23-44. https://doi.org/10.3790/ZfKE.2025.1470703
Simons, Fabian/Köllner, Tobias/Kleve, Heiko (2025): Trustee Mentality in Business Families as Doing Business Family, in: ZfKE - Journal for SMEs and Entrepreneurship, vol. 73, iss. 1–2, 23-44, [online] https://doi.org/10.3790/ZfKE.2025.1470703
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Trustee Mentality in Business Families as Doing Business Family

An Empirical Study on the Process of Creating Familial Closeness and Transgenerational Entrepreneurship

Simons, Fabian | Köllner, Tobias | Kleve, Heiko

ZfKE - Journal for SMEs and Entrepreneurship, Vol. 73(2025), Iss. 1–2 : pp. 23–44 | First published online: December 03, 2025

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Duncker & Humblot
DOI
https://doi.org/10.3790/ZfKE.2025.1470703
Language
German
Pages
22

Simons, Fabian

  • Dr. Fabian Simons is a Senior Research Fellow at the Witten Institute for Family Business (WIFU). After completing his studies in economics, he earned his doctorate with a dissertation on “Trustee Mentality in Dynastic Business Families.” His research interests focus on transgenerational entrepreneurship and the related learning processes in business families.
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Köllner, Tobias

  • PD Dr. Tobias Köllner is a senior research fellow at the Witten Institute for Family Business (WIFU) and heads a research group on the cross-cultural analysis of business families at the endowed Chair for the Organization and Development of Business Families. He is an anthropologist and sociologist and focuses primarily on business families, the embeddness of economic activity, cultural comparison, and the connections between religion and family business. His main focus in research is on Germany, Eastern Europe and Russia.
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Kleve, Heiko

  • Univ.-Prof. Dr. Heiko Kleve is the Managing and Academic Director of the Witten Institute for Family Business (WIFU) as well as Chairholder of the WIFU Endowed Chair for Organization and Development of Business Families. His research focuses include, among others, socialization, growing up and education in business families, as well as family governance and the development of family strategies.
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Abstract

A central discussion in family business research revolves around how business families succeed in maintaining transgenerational entrepreneurship and passing the family firm on to the next generation. Particularly old and large, thus dynastic, business families play an important role in this field of study. Transgenerational continuity requires explanation, as shareholders’ motivation to retain ownership stakes tends to erode when familial closeness declines. This paper demonstrates how shareholders are encouraged to retain, preserve, and pass on their ownership to the next generation. For this we examine the specific process of the Trustee Mentality. The theoretical framework draws on a theory of the business family, which builds on the sociological concept of Doing Family.

Table of Contents

Section Title Page Action Price
Fabian Simons / Tobias Köllner / Heiko Kleve: Trustee Mentality in Business Families as Doing Business Family. An Empirical Study on the Process of Creating Familial Closeness and Transgenerational Entrepreneurship 23
Abstract 23
I. Introduction 24
II. Continuity and Entrepreneurial Legacy 25
III. Doing Family and Doing Business Family 27
IV. Research Process 28
V. Discussion: Applying the Doing Family Approach to the four Practices of the Trustee Mentality 32
1. Family Practices 33
2. Emotional Practices 34
3. Leadership Practices 36
4. Financial Practices 36
VI. Conclusion 37
References 39

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