
Contents
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25.1 Introduction 25.1 Introduction
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25.2 Control, rule, and management 25.2 Control, rule, and management
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25.3 Early depictions of leadership in family business groups 25.3 Early depictions of leadership in family business groups
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25.4 Changing contexts and business group leadership 25.4 Changing contexts and business group leadership
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25.4.1 Techno‐economic views 25.4.1 Techno‐economic views
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25.4.2 Institutionalist views 25.4.2 Institutionalist views
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25.4.3 Culturist accounts and the national business systems perspective 25.4.3 Culturist accounts and the national business systems perspective
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25.4.3.1 Culturist views 25.4.3.1 Culturist views
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25.4.3.2 The national business system perspective 25.4.3.2 The national business system perspective
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25.5 Change or continuity? The empirical evidence 25.5 Change or continuity? The empirical evidence
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25.5.1 Rule and management in horizontally structured business groups 25.5.1 Rule and management in horizontally structured business groups
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25.5.2 Rule and management in vertically structured business groups 25.5.2 Rule and management in vertically structured business groups
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25.6 Bringing in a power perspective 25.6 Bringing in a power perspective
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25.7 Concluding Discussion 25.7 Concluding Discussion
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References References
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25 The Kin and the Professional: Top Leadership in Family Business Groups
Get accessBehlül Üsdiken is Professor at the School of Management, Sabancı University, Turkey. His interest areas include organization theory, history of management thought, and management education. He has published in such journals as Business History, Organization Studies, British Journal of Management, and Strategic Management Journal. He is the co‐editor (with Ayşe Buğra) of State, Market and Organizational Form (Walter de Gruyter, 1997), and co‐author (with Mattias Kipping) of “Business History and Management Studies,” in Geoffrey Jones and Jonathan Zeitlin (eds.), The Oxford Handbook of Business History (Oxford University Press, 2008).
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Published:02 September 2010
Cite
Abstract
This article begins by pointing to the distinctions made between control, rule, and management to be employed as a guiding framework in examining continuity and change in leadership. This is accompanied by a review of the earlier literature that has had something to say on the way family business groups are run. This article then turns to identifying and discussing the different perspectives that have informed more recent studies, followed by an assessment of the scant empirical evidence that is available. The penultimate section considers the benefits of bringing in a power perspective, largely neglected in the present literature, as an additional approach for addressing change and continuity in the top leadership of family business groups. Finally, the concluding section of this article explores the issues that require further research attention and the methods that need to be pursued.
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