Cultural Change in Family Firms

W. Gibb Dyer is the O. Leslie Stone Professor of Entrepreneurship in the Marriott School of Management at Brigham Young University. Dyer is a recognized authority on family business and entrepreneurship. He has been featured in numerous publications including The Wall Street Journal, Inc., The New York Times, and Nation's Business.

• A Note to the ReaderPrefaceThe AuthorPart One: The Evolution of Culture in Family Firms1. How Culture Affects the Firm's Growth and Development2. Understanding the Patterns of Business, Family, and Board Cultures3. Leaders as Catalysts for Cultural ChangePart Two: Anticipating Cultural Transitions from Generation to Generation4. The First Generation: How the Founder Shapes the Culture5. Conflicts and Power Struggles in the Second and Third Generations6. Cultural Ramifications of Public Ownership and Professional ManagementPart Three: Managing Family Firms Successfully and Ensuring Continuity7. Handling Key Transitions Effectively8. Determining Culturally Based Problems and Initiating Change9. The Twelve Signs of a Healthy FirmAppendix: Cultural Assumptions in Family FirmsReferencesIndex