Families divided: Culture and control in small family business
AuthorAinsworth, S; Cox, JW
Source TitleOrganization Studies
PublisherSAGE PUBLICATIONS LTD
University of Melbourne Author/sAinsworth, Susan
AffiliationManagement and Marketing
Document TypeJournal Article
CitationsAinsworth, S. & Cox, J. W. (2003). Families divided: Culture and control in small family business. ORGANIZATION STUDIES, 24 (9), pp.1463-1485. https://doi.org/10.1177/0170840603249004.
Access StatusThis item is currently not available from this repository
C1 - Refereed Journal Article
In this article, we explore the dynamics of control, compliance and resistance using two case studies where ‘family’ has symbolic, material and ideological significance. While the ‘family’ metaphor is often invoked to suggest a normative unity and integration in large organizations, we investigate the use of shared understandings of divisions (Parker 1995) and difference, as well as unity and similarity, in constituting organizational culture in two small family-owned firms. Diverging from mainstream family business research, we adopt a critical and interpretative approach that incorporates employee perspectives and explores how forms of control and resistance need to be understood in relation to their local contexts. We also argue that organization studies could benefit from revisiting progressive assumptions that equate developments in forms of organization with forms of organizational control.
KeywordsBusiness and Management
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