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.
Oxford Handbooks Online requires a subscription or purchase to access the full text of titles within the service. Public users can however freely search the site and view restricted versions of this content, plus any full text content that is freely available.
If you think you should have access to this title, please contact your librarian.
To troubleshoot, please check our FAQs, and if you can't find the answer there, please contact us .