Cultural Change in Family Firms Anticipating and Managing Business and Family Transitions

W. Gibb Dyer is the O. Leslie Stone Professor of Entrepreneurship in the Marriott School of Management at Brigham Young University. Dyer is a recognized authority on family business and entrepreneurship. He has been featured in numerous publications including The Wall Street Journal, Inc., The New York Times, and Nation's Business.

A Note to the Reader

Preface

The Author

Part One: The Evolution of Culture in Family Firms

1. How Culture Affects the Firm's Growth and Development

2. Understanding the Patterns of Business, Family, and Board Cultures

3. Leaders as Catalysts for Cultural Change

Part Two: Anticipating Cultural Transitions from Generation to Generation

4. The First Generation: How the Founder Shapes the Culture

5. Conflicts and Power Struggles in the Second and Third Generations

6. Cultural Ramifications of Public Ownership and Professional Management

Part Three: Managing Family Firms Successfully and Ensuring Continuity

7. Handling Key Transitions Effectively

8. Determining Culturally Based Problems and Initiating Change

9. The Twelve Signs of a Healthy Firm

Appendix: Cultural Assumptions in Family Firms

References

Index

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