Overview

Despite growing interest in family firms, leadership and organizational practices shaped by the interplay of family and firm remain underexplored - especially regarding decentralization. As work environments change, some small and medium-sized family firms have moved from owner-centered structures to self-managing organizations, redistributing decision-making rights in a formal and systematic way. Based on Luhmann's systems theory, this qualitative study examines these formal rules and the dynamics emerging in this pattern change, with a focus on the family's influence in this transition. This study offers insights into self-managing organizations as one form of post-patriarchal structures in family firms.

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9783847119241

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