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Families divided : culture and control in small family business

journal contribution
posted on 2003-11-01, 00:00 authored by S Ainsworth, Julie Wolfram Cox
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.

History

Journal

Organization studies

Volume

24

Issue

9

Pagination

1463 - 1484

Publisher

Sage

Location

Thousand Oaks, Calif.

ISSN

0170-8406

eISSN

1741-3044

Language

eng

Publication classification

C1.1 Refereed article in a scholarly journal

Copyright notice

2003, SAGE Publications

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