The purpose of this study is to investigate the influence of a daughter's managerial style and her personal relationship with her father in father-daughter work relationships in family-owned businesses. This research is an attempt to reveal daughters' perceptions of these occurrences and interactions which often are overlooked in current research and everyday practices. The theoretical framework stems from four distinct but connected areas of research: family-owned businesses, father/daughter relationships, father-son relationships in and outside of family-owned businesses, and men and women in management. The data in this study revealed that the majority of the daughters chose and implemented managerial styles different from their fathers'. However, the daughters reported that differences in style did not create substantial problems for their father/daughter work relationships. Six of the seven daughters reported that having had the experience of working outside of their family-owned businesses provided them the opportunity to develop their own personal differences in management styles. Yet, the apparent incongruence of these daughters' reports reveals that the daughters were more concerned with preserving intergenerational continuity than with facing up to conflicting beliefs in management. Furthermore, the research found that the decision-making styles in which the fathers and daughters engaged did differ and the differences affected their familial relationships in limited ways. Overall, the daughters perceived the interaction between their managerial style and personal relationships with their fathers to be compatible and not debilitating. / Graduation date: 1993
| Identifer | oai:union.ndltd.org:ORGSU/oai:ir.library.oregonstate.edu:1957/37410 |
| Date | 14 April 1993 |
| Creators | Bottaro, Michelle Reser |
| Contributors | Bowker, Judith |
| Source Sets | Oregon State University |
| Language | en_US |
| Detected Language | English |
| Type | Thesis/Dissertation |
Page generated in 0.002 seconds