Index
The Power of Inclusion in Family Business
ISBN: 978-1-80117-579-1, eISBN: 978-1-80117-578-4
Publication date: 14 February 2022
This content is currently only available as a PDF
Citation
(2022), "Index", Trevinyo-Rodríguez, R.N. and Gallo, M.Á. (Ed.) The Power of Inclusion in Family Business, Emerald Publishing Limited, Leeds, pp. 227-231. https://doi.org/10.1108/978-1-80117-578-420221018
Publisher
:Emerald Publishing Limited
Copyright © 2022 Rosa Nelly Trevinyo-Rodríguez and Miguel Ángel Gallo
INDEX
Ad-hoc
company immersion program
, 34
semi-structured interviews
, 158
Administrative tasks
, 203
Affordable loss principle
, 54
Alliance
, 84–85
Auctoritas
, 3, 31–32
Bi-directional confidence
, 10
Bird-in-hand principle
, 53
Board of directors (BoD)
, 4, 22, 23, 34, 132, 161, 162, 201, 206
‘Brother–sister siblings’ relationships
, 157–158
Bureau of Labor Statistics (BLS)
, 61, 65
Business model innovations
, 50–53, 55–56
Case Firm
, 46–48
Child-rearing
, 54–55
Co-evolution
, 13–14
Collaboration & collegiality
, 12–13
Collaborative negotiation (see Integrative negotiation)
Competitive negotiation (see Distributive negotiation)
Confidence
, 9–12
Consensus building
, 31–32, 205
Consulting
, 2, 4, 7, 23, 26, 32, 33, 40, 168
Corporate boards, female directors in
, 24
Corporate governance executive program
, 34
Crazy-quilt principle
, 53
Culture
, 114
Current Population Survey (CPS)
, 63
Daughters
, 136
as engaged owners
, 146–147
in governance roles
, 143–146
in operating roles
, 141–143
as owners
, 138–141
Daughters inclusion
, 114
Cecilia and David’s succession case
, 118–120
Chloe’s succession case
, 116–118
gender challenge in family business succession
, 114–115
Katia and Mark’s succession case
, 120–122
Lea and Luke’s succession case
, 124–127
Melinda and John’s succession case
, 127–129
Sophie and Laurent’s succession case
, 123–124
succession cases
, 116
Daughters’ inclusion challenge
, 1
conditions
, 3
families-in-business
, 1, 2
women inclusive environment
, 4–14
Decorative SFO
, 210–211
Deinstitutionalization of marriage
, 63–65
Denomination of Controlled Origin (D. O. C.)
, 159
Descriptive stereotypes
, 138–139
Distributive negotiation
, 78
Dyad’s shared leadership
, 164
dimensions strengthening
, 164–169
dimensions weakening
, 169–174
Dynasty
, 192
analysis and findings
, 197–201
female next-generation members
, 196
motivation to SFO
, 201–202
new business ventures
, 203–206
SFO activities
, 202–203
SFO global cases
, 201
SFO governance structures
, 206–207
SFO strategy and vision
, 207–211
SFO typologies
, 208, 213
SFOs
, 193–195
The SFO as a Legacy School
, 207
The SFO as an Entrepreneurship School
, 209
The SFO as a Community School
, 210
The SFO as an Investment Arm (Decorative SFO)
, 210–211
women leadership and involvement in SFOs
, 195–196
Educational and employment opportunities
, 65–66
Effectuation theory
, 50–53
Emotional interdependence
, 78
Engaged owners
, 136
Entrepreneurs
, 205
Entrepreneurship strong-minded actions
, 203
Ethnographic field studies
, 45
Event-time techniques
, 29
Evidence of competence strategy
, 85–86
External individuals, sharing emotions with
, 99–102
Family business, 22, 27n3
, 44, 96, 114, 136–137, 158–159
gender challenge in
, 114–115
inclusive trends
, 215–220
social sharing of emotions in
, 99–108
threatened identities in
, 97–98
women in
, 24–26
Family enterprise
, 136, 137, 143, 144
Family firms
changing age of unpaid family firm women workers
, 70–72
changing nature of American economy
, 67–68
CPS
, 66–67
deinstitutionalization of marriage
, 63–65
economic shocks and trends
, 66
educational and employment opportunities
, 65–66
gender-equality drive for change
, 65–66
industry variations in unpaid family firm women workers
, 72–73
unpaid family firm women workers
, 69–70
unpaid family workers
, 68–69
women’s in
, 62
Family members
, 10
sharing emotions with
, 102–104
Family offices
, 185, 194
Family-in-business
, 1, 2, 25–26, 10, 192, 205
Family-like relationship
, 56
Family-related events
, 203
Female anthropological traits
, 32–33
Female board member identity
construction
, 36–38
evolution
, 38–39
Female boardroom capital development framework
, 31
Auctoritas 31–32
consensus building
, 31–32
female anthropological traits’ significance and impact
, 32–33
phases of
, 33–39
Potestas
, 31–32
Female directors in corporate boards
, 24
Feminine management
, 158
Finnish family offices (FFOs)
, 178
Finnish females
, 178
Founding house concept
, 56–57
Freedom & acceptance
, 8–9
Gender challenge in family business succession
, 114–115
Gender-equality
, 65–66
Genuine relationships
, 181
Governing owners
, 136
Great Recession
, 69
Hindu Undivided Family (HUF)
, 80
Household
, 44
inclusiveness in
, 56–58
Householding perspective
, 44–45
business model innovations
, 50–53
effectuation theory
, 50–53
narrative interpretations
, 45–46
Sanada’s family
, 46–47
stable relationship and collecting narrative
, 48
Householding practices
, 53
business model innovation and
, 55–56
of child-rearing
, 54–55
of collaborative survival
, 53–54
Identity
, 140
Inbetweener approach
, 26
Inclusion
, 1
Inclusiveness in householding
, 56
family-like relationship
, 56
leadership as role in house
, 56–58
Inspire and nurture family business stewardship
, 33–36
Integrative negotiation
, 78
Interpersonal cognition
, 8
Investment-focused activities
, 202
Kinship
, 44–45
Leadership as role in house, 56–58 (see also Shared leadership)
Learning
, 6–8
Love
, 5–6
Masculine management
, 158
“Mimesis de praxis” approach
, 37
Multi-family offices or Multiple-family offices (MFOs)
, 178, 181, 194
Negotiation
, 78
challenges
, 82–84
classification of strategies
, 90
data at glance
, 81
gender differences in
, 78–79
opportunities and challenges for women in
, 80
strategies to overcoming challenges in
, 84–88
Next-generation women
, 23
North American Industry Classification System (NAICS)
, 28
Nvivo software
, 115
Operating owners
, 136
Owners’ office
, 185
Ownership
, 2–4, 7, 17, 21–22, 29, 31, 32, 34–36, 56–57, 124, 131, 132, 136–140, 146, 149, 161, 186, 200–201, 217, 219–220
Ownership identity
, 96, 97, 99
Positive stereotypes
, 88
Potestas
, 31–32
Power
, 2, 7, 24, 31, 35–36, 40, 82–86, 88, 107, 120, 162, 185, 194
Prescriptive stereotypes
, 138–139
Redundant human resources
, 56
Role conflict
, 83–84
Responsible owners
, 8, 17, 35, 185, 203, 207–209, 212, 219
Role modeling
, 88, 90
Senior leadership
, 143
Sensemaking process
, 96
“Shadow of the future, The”
, 10
Shared leadership
, 114, 156
BoD
, 161, 162
Dyad’s shared leadership
, 164–174
family business
, 158–159
financial management of family business
, 160
masculine management
, 158
next generation of family members
, 163–164
and siblings relationships
, 156–157
Sharing partners
, 99, 100
Siblings relationships
, 156–157, 165, 171
Single-family offices (SFOs)
, 178–179, 181–182, 192–195
activities
, 202–203
global cases
, 201
governance structures
, 206–207
motivation to SFO
, 201–202
new business ventures
, 203–206
strategy and vision
, 207–211
typologies
, 208, 213
women leadership and involvement in
, 195–196
Social interaction
, 180–181
Social leaders
, 210
Social sharing of emotions
, 98–99
family business system on
, 96–97
in family businesses
, 99–108
threatened identities in family business
, 97–98
Sound practice-oriented training approach
, 23
Spanish Gender Equality Act
, 29
Stewardship
, 178
Stewardship theory
, 179–180
family office concept
, 185
Finnish SFOs
, 183
SFO and activities
, 181–182, 186
social interaction
, 180–181
theory-assisted empirical exploration
, 183
trust
, 187
trust building
, 180–181
Strategic business units (SBUs)
, 34
Top management team (TMT)
, 196
Trust
, 187
building
, 180–181
Unpaid family firm women workers
, 69–70
changing age of
, 70–72
industry variations in
, 72–73
US Current Population Survey (CPS)
, 61
“Win-lose” compromises
, 78
“Win-win” compromises
, 78
Women boardroom capital development
, 25–26
Women directors’ governance succession
analysis
, 27–29
data and findings
, 30
female boardroom capital development framework
, 31–39
female directors in corporate boards
, 24
inbetweener approach
, 26
next-generation women
, 23
sample data
, 27
women in family business
, 24–26
Women in family business
, 24–26
Women in family enterprise
daughters
, 136
daughters as engaged owners
, 146–147
daughters as owners
, 138–141
daughters in governance roles
, 143–146
daughters in operating roles
, 141–143
Women inclusive environment
, 4
co-evolution
, 13–14
collaboration & collegiality
, 12–13
confidence
, 9–12
freedom & acceptance
, 8–9
learning
, 6–8
love
, 5–6
- Prelims
- Introduction: The Daughters’ Inclusion Challenge
- Part I: Love, Learning and Freedom: Enabling Women to THRIVE in the Family Business
- Chapter 1: Are You Ready to Serve on Your Family Business Board? Women Directors’ Governance Succession Insights
- Chapter 2: Inclusive Survival and Innovation Through Householding: Interpreting Narratives of a Japanese Family Firm
- Chapter 3: Where Did All the Free Family Firm Labor Go? Women’s Changing Role and Inclusion in the US Economy
- Chapter 4: Negotiation, Women and Family Business: Challenges & Strategies
- Part II: Acceptance, Confidence and Collaboration: Enabling Women to ACHIEVE in the Family Business
- Chapter 5: The Social Sharing of Emotions and Threatened Identities in Family Businesses: Common Challenges and Women’s Disadvantages
- Chapter 6: Building Our Understanding of Daughters’ Inclusion in the Family Business Succession Process
- Chapter 7: Women in Family Enterprise: Understanding the Unique Ownership Challenges of Daughters in Business Families
- Part III: Collegiality and Co-Evolution: Enabling Women to BECOME Leaders and Stewards
- Chapter 8: Combining the Masculine and the Feminine in Family Business: A Case Study on Inclusive, Shared Leadership in a Second-Generation Family Firm
- Chapter 9: Women’s Experiences in Building Trust in Single-Family Office Activities: A Stewardship Theory Perspective
- Chapter 10: Creating Dynasties: Women Inclusion in Single-Family Offices Around the World
- Conclusion: Family Business Inclusive Trends
- Epilogue
- Index