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Scenario-based strategic planning and strategic management in 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.

Identiferoai:union.ndltd.org:DRESDEN/oai:qucosa.de:bsz:14-qucosa-125931
Date04 November 2013
CreatorsBrands, Christian
ContributorsHHL Leipzig Graduate School of Management,, Prof. Dr. Torsten Wulf, Prof. Dr. Torsten Wulf, Prof. Dr. Stephan Stubner
PublisherSaechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden
Source SetsHochschulschriftenserver (HSSS) der SLUB Dresden
LanguageGerman, English
Detected LanguageEnglish
Typedoc-type:doctoralThesis
Formatapplication/pdf

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