Title

The salience of market, bureaucratic, and clan controls in the management of family firm transitions: Some tentative Australian evidence

Date of this Version

6-2-2000

Document Type

Journal Article

Publication Details

Interim status: Citation only.

Moores, K., & Mula, J. (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), 91-106.

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© Copyright Famiy Firm Institute, Inc., 2000

This article has been subsequently published:

Moores, K., & Mula, J. (2011). The sailience of market, bureaucratic, and clan controls in the management of family firm trasitions: Some tentative Australian evidence. In K. Moores & J.B.Craig (Eds.), Understanding family enterprise- A book of readings (74-93). Robina, Queensland: Bond University Press.

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2011 HERDC submission. FoR code: 150312, 150105

© Copyright Ken Moores and Justin B. Craig, 2011

Abstract

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).

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This document has been peer reviewed.