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Article
Publication date: 28 May 2021

Lucie Denis, Hanane Beddi and Marc Valax

Accelerationist thinking needs an organizational lens to progress. This paper explores how family firms cope with growth pressure.

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Abstract

Purpose

Accelerationist thinking needs an organizational lens to progress. This paper explores how family firms cope with growth pressure.

Design/methodology/approach

Five case studies of French family multinationals, including semi-directive interviews conducted with senior, middle managers and operational employees showed how these allegedly “human-oriented organizations” have handled growth.

Findings

Four organizational change initiatives were undertaken: (1) the transition from a functional structure to a matrix model, (2) the formalization of a corporate value system, (3) the centralization of an information and communication system and (4) the involvement of external consultants. Further analyses suggested an empowerment-control tension. In line with previous critical work on business empowerment practices, these organizational initiatives conceal a control reinforcement. This translates into internalization of repression, among family director, manager, and operational employees, both at headquarters and subsidiaries. Thus, one is misguided if turning to family firms to escape from becoming both subject and driver of control as they are submitted to the same market pressures as others, pressure condemned by accelerationists.

Practical implications

Accelerationism thinking aims at a post-capitalist era and is a fertile ground for collective reflection, which should feedback the family organization with a brighter future. The family firm can only acknowledge this compelling phenomenon and fulfill its role of society stakeholder raised to a higher level.

Originality/value

Family businesses, themselves, roll out their own repressive mechanisms due to the market system. This paper connects two literature studies: family business growth and accelerationism thinking.

Details

Journal of Organizational Change Management, vol. 34 no. 6
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 12 July 2013

Hanane Beddi and Ulrike Mayrhofer

The purpose of this paper is to examine the role of location in the relationships established between headquarters and foreign subsidiaries.

659

Abstract

Purpose

The purpose of this paper is to examine the role of location in the relationships established between headquarters and foreign subsidiaries.

Design/methodology/approach

The empirical study is based on three in‐depth case‐studies of French multinationals. The authors conducted 31 interviews with managers from both the headquarters and foreign subsidiaries.

Findings

The findings of the study indicate that headquarters‐subsidiaries relationships are shaped by the location of subsidiaries in emerging economies, and more specifically by the cultural, administrative, geographic and economic distance between the headquarters and foreign subsidiaries.

Originality/value

The analysis focuses on new challenges faced by multinational enterprises (MNEs) from mature economies, considering the growing importance of subsidiaries located in emerging countries.

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