Bakgrund: Forskning kring familjeföretag har på senare år fått mer och mer uppmärksamhet eftersom familjeföretagen utgör en stor del av företagen världen över. I Sverige finns det totalt 450 000 aktiva företag och av dessa är runt 90% familjeföretag. De svenska familjeföretagen är idag den största arbetsgivaren och bidrar med ca 30% av Sveriges BNP. Styrningen av familjeföretag skiljer sig ofta från icke-familjeföretag vilket har skapat ett intresse hos många forskare. Främst visar forskning på att familjeföretagen präglas av en stark företagskultur och mer sociala och emotionella typer av styrverktyg. Syfte: Syftet med denna studie är att med ett explorativt angreppssätt bidra med kunskap om hur ekonomi- och verksamhetsstyrningen är utformad i svenska familjeföretag. Detta görs med hjälp av ett formellt och informellt perspektiv på styrningen. Metod: Studien har genomförts genom en kvantitativ metod med en deduktiv ansats. Det teoretiska materialet innefattar teori om vad ett styrpaket kan vara, vad informell och formell styrning är samt tidigare forskning om familjeföretagen. En tvärsnittsstudiedesign användes med hjälp av enkäter för att samla in det empiriska materialet från ett slumpmässigt urval av familjeföretag i Sverige. Slutsats: Denna studie bidrar till indikationer på att svenska familjeföretag har en styrning som främst är utformad på ett informellt vis. De använder samtliga delar av ett typiskt styrpaket: Kulturstyrning, planering, prestationsmätning, belöningssystem och administrativ styrning. Kulturstyrningen är mest framträdande och anses vara hjärtat i de svenska familjeföretagen. Resultatet visar att den tidigare forskningen om vilka styrverktyg som används i familjeföretag även kan appliceras på de svenska familjeföretagen till stor del. Resultatet kunde däremot inte påvisa att styrningen skiljer sig beroende på ifall ägare eller anhörig till ägare har en chefsposition eller inte i svenska familjeföretag. / Background: Research about family firms have recently got more attention since family firms are a large part of the companies around the world. In Sweden there are 450 000 active companies in total and about 90% of them are family firms. The Swedish family firms are today the largest employer and contributes with about 30% of Sweden’s GDP. Management control in family firms usually differ from those of non-family firms which has created an interest for more research in the subject. Research shows mainly that family firms has a strong corporate culture and use more social and emotional types of control practices. Purpose: The purpose of this study is that with an exploratory approach contribute with knowledge about how management control is formed in Swedish family firms. This is made with the help of a formal and informal perspective on control. Method: This study was conducted with a quantitative method with a deductive approach. The theoretical material included management control as a package, definitions of informal and formal management control and previous research about family firms. A cross-sectional study design was implemented together with a survey instrument to collect the empirical data from a random sample of family firms in Sweden. Conclusion: This study contributes with indications about the management control in Swedish family firms and shows it is mainly informal. They use all parts of a typical control package: Cultural control, planning, performance measurement, reward systems and administrative control. The cultural control is most prominent in the package and is considered to be the heart of the Swedish family firms. The result shows that the previous research about which management control practices are used in family firms also could be applied to the Swedish family firms to a large extent. The result could on the other hand not prove that the management control differs depending on whether the owner or owner’s relative is a part of the leadership or not in Swedish family firms.

This cumulative dissertation covers the concepts of scenario-based strategic planning and strategic management in family firms over five articles. The first article gives an overview of the cumulative dissertation explaining the research gap, approach and contribution of the dissertation. The paper highlights the two research areas covered by the dissertation with two articles focusing on scenario-based strategic planning and two on strategic management in family firms. The second article is the first of two focusing on scenario-based strategic planning. It introduces and describes a set of six tools facilitating the implementation of scenario-based strategic planning in corporate practice. The third paper adapts these tools to the financial management and controlling context in private companies highlighting the tools’ flexibility in managing uncertain and volatile environments. The fourth article is the first of two focusing on strategic management in family firms. It analyzes organizational ambidexterity as a factor explaining family firm performance. The article shows that a high level of organizational ambidexterity in family firms leads to a higher family firm performance. The final paper concludes the dissertation examining the tendency of family firms to focus on capability exploration or resource exploitation over different generations managing the family firm.:I. SCENARIO-BASED STRATEGIC PLANNING AND STRATEGIC MANAGEMENT IN FAMILY FIRMS … 1 1. Research question and goal of the dissertation … 2 2. Summary of papers … 8 2.1. Contribution … 12 2.2. Implications and further research … 16 II. SIX TOOLS FOR SCENARIO-BASED STRATEGIC PLANNING AND THEIR APPLICATION … 25 1. Introducing tools one and two: The framing checklist and 360° stakeholder feedback … 27 1.1. The framing checklist … 27 1.2. Description of the framing checklist … 29 1.3. 360° stakeholder feedback … 36 1.3.1. Existing perceptions, blind spots and weak signals … 37 1.3.2. Description of 360° stakeholder feedback … 38 1.4. Evaluation of the framing checklist and 360° stakeholder feedback … 44 2. Applying frameworks one and two: The framing checklist and 360° stakeholder feedback in the European airline industry … 46 2.1. Introduction … 46 2.2. The framing checklist … 46 2.3. 360° stakeholder feedback … 48 3. Introducing tools three and four: The impact/uncertainty grid and the scenario matrix … 53 3.1. The impact/uncertainty grid … 53 3.2. Description of the impact/uncertainty grid … 55 3.3. The scenario matrix … 57 3.4. Description of the scenario matrix … 62 3.5. Evaluating the impact/uncertainty grid and the scenario matrix … 67 4. Applying frameworks three and four: The impact/uncertainty grid and the scenario matrix in the European airline industry … 69 4.1. Introduction … 69 4.2. The impact/uncertainty grid … 69 4.3. The scenario matrix … 71 5. Introducing tools five and six: The strategy manual and the monitoring cockpit … 87 5.1. Introduction … 87 5.2. The strategy manual … 87 5.3. Description of the strategy manual … 91 5.4. The scenario cockpit … 95 5.5. Description of the scenario cockpit … 96 5.6. Evaluating the strategy manual and the scenario cockpit ..................... 99 6. Applying frameworks five and six: The strategy manual and the scenario cockpit in the European airline industry … 102 6.1. The strategy manual … 102 6.2. The scenario cockpit … 105 III. SZENARIOBASIERTE STRATEGISCHE PLANUNG IN VOLATILEN UMFELDERN … 111 1. Einführung: Unternehmen agieren in einer zunehmend volatilen Umwelt … 112 2. Volatilität als Herausforderung für die strategische Planung … 112 3. Szenariobasierte strategische Planung als Lösungsansatz für Planung unter Volatilität …114 3.1. Grundlagen der szenariobasierten strategischen Planung … 114 3.2. Prozess der szenariobasierten strategischen Planung … 115 4. Zusammenfassung ... 122 IV. ORGANIZATIONAL AMBIDEXTERITY AND FAMILY FIRM PERFORMANCE … 125 1. Introduction … 126 2. Theory and Hypotheses … 127 3. Methodology … 131 3.1. Research Design and Sample Generation … 131 3.2. Measures … 133 4. Analysis and Results … 135 5. Discussion and Conclusion … 139 V. THE IMPACT OF SUCCESOR GENERATION DISCOUNT IN FAMILY FIRMS: EXAMINING NONLINEAR EFFECTS ON EXPLORATION AND EXPLOITATION … 150 1. Introduction … 151 2. The RBV and the importance of exploration and exploitation … 154 3. The importance of exploration and exploitation in family firms … 156 4. The impact of generational involvement on exploration and exploitation in family firms … 159 5. Methodology … 164 5.1. Constructs … 165 5.2. Results … 167 6. Discussion … 172 6.1. Implications for theory and practice … 175 6.2. Study limitations and future research … 176 6.3. Conclusion … 177

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