Incorporating the family dynamic into the entrepreneurship process

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dc.contributor.authorCraig, J.
dc.contributor.authorLindsay, N.
dc.contributor.organisationEntrepreneurship, Commercialisation, and Innovation Centre
dc.date.issued2002
dc.description.abstractThis research furthers our understanding of the interaction between the fields of entrepreneurship and family business. It presents a framework that introduces the family dynamic to Timmons’ driving forces model of entrepreneurship. The framework highlights the influence of the family in the entrepreneurship process and the importance of the fit among the three driving forces and the family. It highlights the importance of, and the pivotal roles played by, outside boards of directors when entrepreneurial activities are undertaken by family businesses. Using extracts from interviews with family and non-family executives and board members, the research employs a single case study that describes an actual series of events to provide a practical application of the theory.
dc.description.statementofresponsibilityJustin Craig, Noel J. Lindsay
dc.identifier.citationJournal of Small Business and Enterprise Development, 2002; 9(4):416-430
dc.identifier.doi10.1108/14626000210450586
dc.identifier.issn1462-6004
dc.identifier.urihttp://hdl.handle.net/2440/33666
dc.language.isoen
dc.publisherEmerald Group Publishing Ltd.
dc.rights© Emerald Group Publishing Limited
dc.source.urihttps://doi.org/10.1108/14626000210450586
dc.subjectEntrepreneurialism
dc.subjectFamily firms
dc.subjectModelling
dc.titleIncorporating the family dynamic into the entrepreneurship process
dc.typeJournal article
pubs.publication-statusPublished

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