Moores, Ken and Mula, Joseph M. (2000) The salience of market, bureaucratic, and clan controls in the management of family firm transitions: some tentative Australian evidence. Family Business Review, 13 (2). pp. 91-106. ISSN 0894-4865
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Official URL: http://fbr.sagepub.com/content/13/2/91.full.pdf+html
Identification Number or DOI: doi: 10.1111/j.1741-6248.2000.00091.x
Despite the numerical and economic significance of family businesses to Australia, they are not extensively researched. This paper reports some of the results from a nationwide study of Australian family-owned businesses that sought to ascertain and understand their management and control practices. In particular, the paper assesses the organizational transitions of Australian family firms in terms of their dominant control practices. These control measures are evaluated according to Ouchi's classification of market, bureaucratic, and clan controls. The salience of these different forms of control serves to identify distinctive patterns that define periods of organizational passage (life cycles).
|Item Type:||Article (Commonwealth Reporting Category C)|
|Additional Information:||Author version not held.|
|Uncontrolled Keywords:||family businesses; family owned businesses; control practices|
|Fields of Research (FOR2008):||15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150399 Business and Management not elsewhere classified|
|Subjects:||350000 Commerce, Management, Tourism and Services > 350200 Business and Management|
|Socio-Economic Objective (SEO2008):||UNSPECIFIED|
|Deposited On:||04 Aug 2010 11:38|
|Last Modified:||04 Aug 2010 11:38|
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