Family Capitalism

James tells how “iron masters“ of a classical industrial cast were succeeded by generations who wanted to shift to information-age systems technologies, and how families and firms wrestled with social and economic changes that occasionally tore them apart. The author shows how these firms illuminate a European model of “relationship capitalism.“

First published in 1994. The articles in this collection are concerned with family-owned business enterprises and span three centuries and three continents. Family firms account for between 75 per cent and 99 per cent of all companies in the EC, and 65 per cent of GDP and employment in Europe. While the huge majority of family businesses are very small-scale, many are not. In the United States one-third of Fortune 500 companies are currentlyfamily-controlled.

This history of three powerful family firms located in different European countries takes place over a period of more than two hundred years. The interplay and the changing social and legal arrangements of the families shaped the development of a European capitalism quite different from the Anglo-American variety. Qualifying claims by Alfred Chandler and David Landes that family firms tend to be dysfunctional, Harold James shows how and why these steel and engineering firms were successful over long periods of time. Indeed, he sees the family enterprise as particularly conducive to managing risk during periods of upheaval and uncertainty when both states and markets are disturbed. He also identifies the key roles played by women executives during such times. In "Family Capitalism," James tells how "iron masters" of a classical industrial cast were succeeded by new generations who wanted to shift to information-age systems technologies, and how families and firms wrestled with social and economic changes that occasionally tore them apart. Finally, the author shows how the trajectories of the firms were influenced by political, military, economic, and social events and how these firms illuminate a European model of "relationship capitalism."

In most countries family businesses make up between 50 - 95% of business entities. Families control 30% of the Fortune 500 companies. These owners and their businesses are often an important part of the social fabric in local communities, and increasingly the international economy. Despite this, Family Capitalism, or ownership, has been seen as synonymous with stagnation, conflict and crises. The authors focus on how family owners avoids these pitfalls, and how emotional resources develop strategizing capacities. The book explores how successful family businesses innovate and create Visionary Ownership, and implement it. Two crucial leadership capacities are introduced; Leadership of Paradox and Distributed Leadership. A renewed understanding of family businesses show how the family can generate unique strategic advantages in stewardship, succession, long-term thinking, risk management and building social capital. It shows a different perspective regarding value creation in the economy. The book provides new insights for family owners, advisors, leaders as well as scholars. The findings are from a best-practice research project with cases from China, USA, Germany, Colombia, Israel, Tanzania, France and Sweden. Applying strategy-as-practice theory shows how family owners, across different cultures and sectors, use generic ownership strategies and experiment, such as with cluster ownership and creating new ventures in succession.

How do changes in family form relate to changes in society as a whole? In a work which combines theoretical rigour with historical scope, Wally Seccombe provides a powerful study of the changing structure of families from the Middle Ages to the beginning of the Industrial Revolution. Responding to feminist critiques of ‘sex-blind’ historical materialism, Seccombe argues that family forms must be seen to be at the heart of modes of production. He takes issue with the mainstream consensus in family history which argues that capitalism did not fundamentally alter the structure of the nuclear family, and makes a controversial intervention in the long-standing debate over European marriage patterns and their relation to industrialization. Drawing on an astonishing range of studies in family history, historical demography and economic history, A Millennium of Family Change provides an integrated overview of the long transition from feudalism to capitalism, illuminating the far-reaching changes in familial relations from peasant subsistence to the making of the modern working class.

In most countries family businesses make up between 50 - 95% of business entities. Families control 30% of the Fortune 500 companies. These owners and their businesses are often an important part of the social fabric in local communities, and increasingly the international economy. Despite this, Family Capitalism, or ownership, has been seen as synonymous with stagnation, conflict and crises. The authors focus on how family owners avoids these pitfalls, and how emotional resources develop strategizing capacities. The book explores how successful family businesses innovate and create Visionary Ownership, and implement it. Two crucial leadership capacities are introduced; Leadership of Paradox and Distributed Leadership. A renewed understanding of family businesses show how the family can generate unique strategic advantages in stewardship, succession, long-term thinking, risk management and building social capital. It shows a different perspective regarding value creation in the economy. The book provides new insights for family owners, advisors, leaders as well as scholars. The findings are from a best-practice research project with cases from China, USA, Germany, Colombia, Israel, Tanzania, France and Sweden. Applying strategy-as-practice theory shows how family owners, across different cultures and sectors, use generic ownership strategies and experiment, such as with cluster ownership and creating new ventures in succession.

From the mid-seventeenth century to the 1830s, successful gentry capitalists created an extensive business empire centered on slavery in the West Indies, but inter-linked with North America, Africa, and Europe. S. D. Smith examines the formation of this British Atlantic World from the perspective of Yorkshire aristocratic families who invested in the West Indies. At the heart of the book lies a case study of the plantation-owning Lascelles and the commercial and cultural network they created with their associates. The Lascelles exhibited high levels of business innovation and were accomplished risk-takers, overcoming daunting obstacles to make fortunes out of the New World. Dr Smith shows how the family raised themselves first to super-merchant status and then to aristocratic pre-eminence. He also explores the tragic consequences for enslaved Africans with chapters devoted to the slave populations and interracial relations. This widely researched book sheds new light on the networks and the culture of imperialism.