SUBJECT INDEX
Note: an f indicates a figure; a t, a table.
A
Absorbing, learning by, 34–38
mindful listening, 37–38
storytelling, 36–37
Accountability and discipline, formal structure creation and renewal, 130–131
Action planning
APGAR Scale of Family Functioning, 167–168t
assessment, 175–176
challenges and dilemmas, 172–173
decision making, 173
family functionality, strengthening, 167–169
family system, addressing first, 166–167
flexibility, 174–175
Iron Laws of Influence for Enterprising Families, 170–172
Levels of Success on Business and Family Dimensions, 165t
resources, 173–174
vision, articulation of, 176
Alignment with enterprises and family values, 88–89
Ambidexterity
balancing focus on past, present, and future, 116
balancing widespread input with rapid decision-making, 117–119
complexities, 153–156
core skills, 8
creating and renewing formal structures, 129–134
definition, 4
development of leadership abilities of both family and nonfamily members, 120–122
family closeness reinforced along with widespread external contacts/networks, 122–123
family control and professionalization, 119–120
high standards and allowance for failure, 116–117
idea generation by kin and non-kin, 137–141
incremental, progressive, and radical innovations, 112–115
influencing and directing, 20–23
mind-set, 7–8
number and nature of innovations, 135–136
self-awareness, 8–14
vision, 14–20
APGAR Scale of Family Functioning, 167–168t
Arthashastra, xvii
Assessment for action planning, 175–176
B
Balancing
in entrepreneurial families, xiv
focus on past, present, and future, 116
widespread input with rapid decision-making, 117–119
Beginnings and endings, 23–24
Bias for action, 50–51
Breakthrough innovation, 113
C
Capacity to influence, 21
Challenges
and dilemmas of action planning, 172–173
for entrepreneurial families, xviii–xix, xxi
Clarity for building family brand, 92
Competence, building, 94–97
diversity of experience, 95
planning, 95–96
Competence building work sheet, 104
Conflicts in entrepreneurial families, xx–xxi
Conversation triggers, 39–40
Creating and renewing formal structures, 129–134
Creating, learning by, 49–52
bias for action, 50–51
idea development, 50
Curiosity, 44–45
D
Dangers of a single story, 11
Decision making in action planning, 173
Design and innovation work sheet, 159–161
Desire to contribute as motivation, 76
Developing enterprising families
building competence, 94–97
building family brand, 91–94
clarifying family values, 87–91
competence building work sheet, 104
creating structures and processes, 97–101
practices to develop enterprising families, 87f
values and brand work sheet, 103
Disciplined thinking, 45–46
Diversity
of experience for competence, building, 95
valuing of, 156
Dualities in families
core strength and flexibility, 72–75
individual and shared dreams, 75–79
learning from within and beyond, 81–82
money sense and emotional sensibilities, 82–84
warm acceptance and high expectations, 79–80
E
Education and work experience for creating structures and processes, 97–98
Employee empowerment, 109
Empowerment of teams and mechanisms for innovation, 152
Engagement
of others, 10–11
of self, 9
Entrepreneurial behavior, 106
Entrepreneurial families
balance, xiv
beginnings and endings, 23–24
conflicts, xx–xxi
leadership, xxii
learning and unlearning, 25–26
long-term survival, xxii
motivation for participation in family business, 10, 76
patterns and pathways, xxvii
Shared Dream, 17
size and scope of enterprise, xxv
success, xiv–xv
Entrepreneurial organizations ambidexterity in, 111–123
design conditions, 109–110
inventory of organizational conditions work sheet, 124–126
reinforcers and barriers, 110–111
Essence-based concept of family, 68
Experimental culture, 109
Experimentation as mechanism for innovation, 152
F
Family
buy-in, 86
dualities. See Dualities in families
essence-based concept, 68
female leaders, ascension of, 69
gender roles, 68
generational leadership, 70
structure and longevity, 66
transitioning to new conceptions, 70–71
Family brand, building, 91–94
clarity, 92
strategies, 93–94
Family business. See also Entrepreneurial families
definition, xx
first-generation family firms vs. nonfamily firms, 3
Family closeness reinforced along with widespread external contacts/networks, 122–123
Family control and professionalization, 119–120
Family enterprise incubator, 141–143
experiments, 142
issues, 143
Family functionality, strengthening for action planning, 167–169
Family system, addressing first in action planning, 166–167
Family values, clarifying, 87–91
alignment with enterprises, 88–89
depiction of ideal life, 90–91
Female leaders, ascension of in family business, 69
First-generation family firms vs. nonfamily firms, 3
Flexibility
in action planning, 174–175
and mechanisms for innovation, 151–152
Formal structure creation and renewal, 129–134
accountability and discipline, 130–131
governance structures, 132
institutionalization, 134
nonfamily members retention, 131–132
professionalization, 132–133
timing, 130
Gender roles and societal values, 68
Generational leadership in families, 70
Governance
structures, formal structure creation and renewal, 132
systems for creating structures and processes, 98
H
Henokein position, 11
Hierarchical barriers, idea generation by kin and non-kin, 137–138
Hierarchical norms and equality, 41
High standards and allowance for failure, 116–117
Humble inquiry, 38
I
Idea development, 50
Idea generation by kin and non-kin, 137–141
hierarchical barriers, 137–138
incremental innovations, 139–140
role relationships, 140–141
Ideal life depiction and family values, 90–91
Incremental innovation, 113
Incremental innovations, idea generation by kin and non-kin, 139–140
Incremental, progressive, and radical innovations, 112–115
Individuation, 75
Influencing and directing capacity to influence, 21
specifiable vs. unspecified components of job, 20–21
stakeholders, 22–23
Innovation. See also Mechanisms for innovation; Organizational development and improvement
ambidexterity, 111–123
breakthrough innovation, 113
complexities, 153–156
definition, 106
diversity, valuing of, 156
incremental innovation, 113
internal resistance, 155–156
and leadership, 150–151
levels in family entrepreneurship, 114f
management of uncertainty, 154–155
needed in entrepreneurial families, xvi–xvii, xxii–xxiii
organizational conditions encouraging, 109–110
progressive innovation, 113
reinforcers and barriers, 110–111
Insecurity as motivation, 77
Institutionalization, formal structure creation and renewal, 134
Interacting, learning by, 38–42
hierarchical norms and equality, 41
humble inquiry, 38
sensitivity, 41–42
standard questions, 38–39
triggers for conversation, 39–40
Internal resistance, 155–156
Iron Laws of Influence for Enterprising Families, 170–172
L
Leadership
ambidexterity, 4–8
ambidexterity skills work sheet, 27–31
developing in both family and nonfamily members, 120–122
development of leadership skills, 3–4
in entrepreneurial families, xxii
and innovation, 150–151
success, 3
Leadership skill development
absorbing, 34–38
assessment and action plan for skill development work sheet, 59–60
creating, 49–52
interacting, 38–42
personal advisors, 52–58
reflecting, 43–46
whole person learning, 34f
working, 46–49
Learning and unlearning, 25–26
Legacy, 9–10
Levels of innovation in family entrepreneurship, 114f
Levels of Success on Business and Family Dimensions, 165t
Long-term survival of entrepreneurial families, xxii, 1
Loss of wealth as motivation, 77
M
Management of uncertainty, 154–155
Mechanisms for innovation, 151–153
culture, 152
empowerment of teams, 152
experimentation, 152
flexibility, 151–152
professionalization of board, 152
proving self, 153
rewards, 152
shareholders, 153
vision, 151
Menasha Corporation innovation casestudy, 146–151
Mentorship, 48
Mindful listening, 37–38
Motivation
desire to contribute, 76
insecurity, 77
loss of wealth, 77
obligation to family, 77
for participation in family business, 10, 76
Mukoyōshi practice, 68
Multiple partnerships for organizational development, 157
N
Network and alliance expansion, 143–146
assumptions and tests, 145–146
risk diffusion, 144
Nonfamily members retention, formal structure creation and renewal, 131–132
Number and nature of innovations, 135–136
risks, spreading, 135–136
side bets, 135
O
Obligation to family as motivation, 77
Openness to experiences, 79–80
Opportunities for engagement for creating structures and processes, 101
Organizational conditions encouraging innovation, 109–110
employee empowerment, 109
experimental culture, 109
risk management, 109
Organizational conditions inventory work sheet, 124–126
Organizational development and improvement
complexities, 153–156
creating and renewing formal structures, 129–134
design and innovation work sheet, 159–161
family enterprise incubator, 141–143
idea generation by kin and non-kin, 137–141
innovation, Menasha Corporation, 146–151
mechanisms, 151–153
multiple partnerships, 157
network and alliance expansion, 143–146
number and nature of innovations, 135–136
research and development budget and risk, 157–158
rule and structure changes, 158
spending and resistance, 158
technology and component applications, 157
Overlap of business and family, 46–47
P
Part-time jobs, 47
Patterns and pathways of entrepreneurial families, xxvii
Personal advisors and skill development, 52–58
qualities of, 53
use of, 54–57
Planning for competence, building, 95–96
Policies and accountability for creating structures and processes, 99
Practices to develop enterprising families, 87f
Professionalization
of board and mechanisms for innovation, 152
formal structure creation and renewal, 132–133
Progressive innovation, 113
Proving self and mechanisms for innovation, 153
Q
Questions, standard, 38–39
R
Recruitment, 19
Reflecting, learning by, 43–46
curiosity, 44–45
disciplined thinking, 45–46
Reinforcers and barriers to innovation, 110–111
Research and development budget and risk for organizational development, 157–158
Resources, utilization of for action planning 173–174
Rewards and mechanisms for innovation, 152
Risk
aversion, 17–18
diffusion, 144
management, 109
spreading, 135–136
Role relationships, idea generation by kin and non-kin, 140–141
Rule and structure changes for organizational development, 158
S
Selection and inspiration of team, 12–13
Self-awareness for engagement of others, 10–11
for engagement of self, 9
for legacy, 9–10
motivation, 10
selection and inspiration of team, 12–13
trust, 11
Sensitivity, 41–42
Shareholders and mechanisms for innovation, 153
Side bets, 135
Size and scope of enterprise of entrepreneurial families, xxv
Specifiable vs. unspecified components of job, 20–21
Stakeholders, 22–23
Storytelling, 36–37
Strategies for building family brand, 93–94
Structure of family and longevity, 66
Structures and processes, creating, 97–101
education and work experience, 97–98
governance systems, 98
opportunities for engagement, 101
policies and accountability, 99
Success
of entrepreneurial families, xiv–xv
generations work sheet, 63–65
paths, 2–3
T
Technology and component applications for organizational development, 157
Timing, formal structure creation and renewal, 130
Transitioning to new conceptions of family, 70–71
Trust, 11
U
Uncertainty, management of, 154–155
V
Values and brand work sheet, 103
Vision
for action planning, 176
mechanisms for innovation, 151
recruitment, 19
risk aversion, 17–18
W
Whole person learning, 34f
Working, learning by, 46–49
mentorship, 48
overlap of business and family, 46–47
part time jobs, 47
Work sheets
ambidexterity skills, 27–31
assessment and action plan for skill development, 59–60
competence building, 104
design and innovation, 159–161
entrepreneurial leaders, 27–31
generations, 63–65
inventory of organizational conditions, 124–126
success over generations, 63–65
values and brand, 103