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Valley Carriers (A): Establishing Status in a Family Business
內容大綱
For over five years, the third generation (G3) of Valley Pulp & Sawdust Carriers, Ltd.<br>had been laying the foundation for the professionalization of the family firm. However, it was met with resistance from the second generation (G2). G3 had no ownership in the family business, and no true leadership role. At the management meetings, only four votes counted—the four votes of G2 members who were shareholders of the business. G3 members needed a commitment and clarification regarding their roles and future in the company. The question was how to approach G2. The G3 cousins knew that the challenge for them to garner G2’s respect and to have G2 understand G3’s roles and contribution to the family business would be nothing short of daunting.<br><br>This case series also includes Valley Carriers (B): Working on Versus Working in the Business 9B16M096 and Valley Carriers (C): Restructuring the Governance of the Family Firm 9B16M097.
學習目標
This case series follows the third generation of the Klassen family over seven years as they try to establish leadership status within the family firm. The three cases that make up the series cover issues of professionalizing the family firm, developing a family charter and a family foundation, sharing ownership, establishing a model of governance, family value systems, and succession. Ideally, the cases are to be used as a series, however, they may also be used individually in a family business, entrepreneurship, governance, or leadership course.