Abstract and Keywords
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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