VOLUME IX INDEX No. 1, SPRING 1996 1-101 370-371; family firm pressures on, No. 2, SUMMER 1996 102-222 369-370; family values and, 370; iden¬ No. 3, FALL 1996 223-342 tity formation of, 369. See also Adoles¬ No. 4, WINTER 1996 343 -468 cent career development, family busi¬ ness and (study) Adult development: black male entrepre¬ A neurs and, 445-446; life-cycle periods in, 444-445 A la Sombra del Roble: La Empresa Privada African Americans, male entrepreneurs, Familiary sti Continuidad (In the Shadow 444-446 of the Oak: The Privately Held Family Annotated Bibliography: “Do Estate and Bttsiness and Its Continuity), reviewed, Gift Taxes Have Economic Conse¬ 216-218 quences?” 321-328 Adams, J. S., “Ethics in Family and Non- Anthropology: family firm research and, Family-Owned Firms: An Exploratory 16, 18-19, 25; interactionist perspec¬ Study,” 157-170 tive and, 159; succession practices and, Addiction: behaviors characteristic of, 16-17,24-26 350- 355; chronic stess and, 353; Apolinsky, H. L, “The Impact on Small codependents and, 352-353; control Business and Family Business of issues and, 352; defensive thinking and, Changing the Estate Tax,” 227-232 351- 352; denial and, 351; differentia¬ Aronoff, C. E., Family Business Sourcebook tion and, 350; ethical/spiritual deterio¬ II: A Guide for Families Who Own ration and, 353; family business high Businesses and the Professionals Who Serve and, 348-349; frozen feelings and, 354; Them, reviewed, 212-215; review by, grandiosity and, 353; individuation/ego 447-449 development and, 361-362; overly co¬ Articles: “Attributions for Family Business hesive families and, 350; perfectionism/ Failure: The Heir’s Perspective,” 171- obsessiveness and, 352; phases of, 354; 184; “Boards of Directors in Italian progressive dependency/tolerance and, Family Business,” 403-421; “Chiefdoms 351; recovery phases of, 365; self- and Family Firm Regimes: Variations on centeredness and, 352; substance abuse the Same Anthropological Theme,” 15- and, 349. See also Addictive organiza¬ 27; “A Comparison of Four Countries’ tions; Substance abuse Estate Laws and Their Influence on Addictive organizations, 348-354, 360- Family Companies,” 285-294; “The 367. See also Unhealthy family business Effect of Estate Taxes on Family Busi¬ Adolescent career development, family ness: Survey Results,” 303-314; “Effects business and (study): closed decision¬ of Family-Business Membership and making approach and, 382; data analy¬ Psychological Separation on the Career sis/results, 374-380; descriptive char¬ Development of Late Adolescents,” acteristics, 374-375; discussion, 380- 369-386; “The Estate Tax Drag on 383; gender considerations, 375; group Family Businesses,” 233-252; “Estate comparison, 375-376; hypothesis de¬ Taxes and Asset Accumulation,” 253- velopment, 370-371; implications, 268; “Estate Taxes and the Investment 383-384; instruments, 373; limitations, Decision in Closely Held Firms,” 315- 373-374; moderating effects, 376-379; 320; “Ethics in Family and Non-Fam¬ parental overinvolvement and, 381- ily-Owned Firms: An Exploratory 384; participants, 372; research meth¬ Study,” 157-170; “Family Enterprise in ods, 372-374; vocational identity and, the —A. Special Sector?” 139-155; 371,380,383 “Federal Estate and Gift Taxes: Are Adolescents: career development of They Worth the Cost?” 295-302; “Fed¬ (study), 369-384; enmeshed family and. eral Transfer Taxation: The Effect on 4SI Family Business Remew, Vol. 9, Xo.4, Wnter 1996 O Family Firm Institute, Inc. Articles (continued) Bivalent attributes, 201-207 Saving, Capital, Accumulation, and “Bivalent Attributes of the Family Firm,” Economic Dissipation,” 269-283; “Fi¬ 199-208 nance in Family Business,” 387-401; Black Male Entrepreneurs and Adult Devel¬ “The Impact on Small Business and opment, reviewed, 444-446 Family Business of Changing the Estate Blackman, I., Tax Sea'ets of the Wealthy: A Tax,” 227-232; “Important Factors in New System to Pass All Your Wealth— Family Business Internationalization,” Intact and Tax Free—to Your Family, re¬ 45-59; “Influences of Work-Family viewed, 332-337 Conflict on Joh Satisfaction, Life Satis¬ Blakely, E. B., “A Comparison of Four faction and Quitting Intentions Among Countries’ Estate Laws and Their In¬ Business Owners; The Case of Family- fluence on Family Companies,” 285- Operated Businesses,” 61-74; “Loyola 294 University Chicago Family Firm Stock Boards of directors; conflict resolution Index,” 125-137; “Myths and Realities; and, 404; family and, 404; Latin Ameri¬ Family Businesses’ Contribution to the can, 217; research on, 404-405; role of, US Economy,” 107-123; “Research 404; Spanish family firm, 405-406, Note; Comparison of Small Family 411-413; succession and, 404; U.S. Businesses with Family Participation family firm, 413; work-family conflict versus Small Businesses Without Fam¬ and, 404. See also Boards of directors, ily Participation; An Investigation of Italian family businesses and (study) Differences in Goals, Attitudes, and Boards of directors, Italian family busi¬ Family/Business Conflict,” 423-437; nesses and (study); board-family-firm “Research Note; Effective Successors in relationship and, 416-417, 420; board Family-Owned Businesses; Significant function and, 411-412, 418; board Elements,” 185-197; “Research Note; presence and, 408-409,417-418; board Succession Management in Family structure and, 409-411, 418; board Firms in the North East of England,” tasks and, 412-414; board value/power 75-85; “The Status of Planning in and, 414-415; company characteristics Smaller Family-Owned Businesses,” and, 406-409; conclusions, 417-419; 29-43; “TQM Adoption Practices in the further research and, 419; implications, Family-Owned Business,” 5-14, “When 419-420; method, 405-406; positive the Family Business Is a Sickness,” 347- aspects and, 417-418; problematic as¬ 368 pects and, 418; results, 406-417; Span¬ Asset management strategies; asset accu¬ ish family firms and, 405-408, 410- mulation and, 167; restructuring, 17- 413; U.S. family firms and, 413 18, 23-24; wealth payment, 18, 24 “Boards of Directors in Italian Family Astrachan, J. H., “TTie Effect of Estate Business,” 403-421 Taxes on Family Business; Survey Re¬ Boles, J. S., “Influences of Work-Family sults,” 303-314; Family Business Conflict on Job Satisfaction, Life Sat¬ Sourcebook 11: A Guide far Families Who isfaction and Quitting Intentions Own Businesses and the Professionals Who Among Business Owners; The Case of Serve Them, reviewed, 212-215; Family-Operated Businesses,” 61-74 “Myths and Realities; Family Busi¬ Book Reviews; A la Sombra del Roble: La nesses’ Contribution to the US Empresa Privada Familiar y su Economy,” 107-123 Continuidad (In the Shadow of the Oak: “Attributions for Family Business Failure; The Privately Held Family Business and The Heir’s Perspective,” 171-184 Its Continuity), 216-218; Black Male Entrepreneurs and Adult Development, 444-446; Family Business Sourcebook II: B A Guide far Families Who Own Businesses and the Professionals Who Serve Them, Bailey, B. B., review by, 212-215 212-215; Generation to Generation: Life 453 Cycles of the Family Business, 447-449; Classics: “Bivalent Attributes of the Fam¬ Hidden Champions: Lessons from 500 of ily Firm,” 199-208 the World's Best Unknown Companies, Closely held businesses: funding estate tax 439-443; Kikkoman: Company, Clan and liability in, 317-319; investment deci¬ Community, 87-92; King Lear, 93-97; sion model of, 316; transfer taxation Marketing to Family Businesses, 209-211; and,281-282 Passing the Torch: Succession, Retirement, Codependents: in addictive firm, 352- and &ate Planning in Family-Owned 353; defined, 351; workaholism and, Businesses, Second Edition, 329-331; Tax 353-354 Secrets of the Wealthy: A New System to Cohn, M., Passing the Torch: Succession, Pass All Your Wealth—Intact and Tax Retirement, and Estate Planning in Fam¬ Free—to Your Family, 332-337; A ily-Owned Businesses, Second Edition, re¬ Thousand Acres, 93-97 viewed, 329-331 Brown, B. M., review by, 216-218 Combat, 21-22 Business ethics. See Etlucs “Comparison of Four Countries’ Estate Laws and Their Influence on Family Companies, A,” 285-294 C Competence, contender, 20 Contender elimination strategies: com¬ Career development. See Adolescent ca¬ bat and, 21-22; competence and, 20; reer development, family business and legitimacy and, 20-21; ostracism and, (study) 22. See also Succession strategies; Suc¬ Carsrud, A. L., “Chiefdoms and Family cessors Firm Regimes: Variations on the Same Continuity, family firm: CEO role in Anthropological Theme,” 15-27 (study), 185-195; estate tax and, 299- Champion 6rms; competitive nature of, 300; founder role in, 185; sibling rela¬ 440; criteria of, 439; customer-driven tionships and, 187; succession planning basis of, 440; hidden, 439-440; inno¬ and, 172; successor-father relationship vation and, 440-441; international fo¬ and, 187; younger generation and, 214. cus of, 440; lessons from, 442-443; size See also Failure, family business and, 441; teamwork and, 441; values of, Corbetta, G., “Boards of Directors in Ital¬ 441^2 ian Family Business,” 403-421 Chang, C., “A Comparison of Four Crain's Chicago Stock Index, 125,129, 132- Countries’ Estate Laws and Their In¬ 133 fluence on Family Companies,” 285- 294 Chaos theory, 17 D Chapman, K., “Elstate Taxes and Asset Accumulation,” 253-268 Davis, J. A., “Bivalent Attributes of the Charitable giving, 321-322, 324-325, Family Firm,” 199-208; “A Compari¬ 328, 332 son of Foiu- Coimtries’ Estate Laws and Chief executive officers (CEOs): effec¬ Their Influence on Family Compa¬ tiveness of successor (study), 185-195; nies,” 285-294; Generation to Genera¬ succession management in UK SMFEs tion: Lfe Cycles of the Family Business, (study), 76-85; women, 185. See also reviewed, 447-449 Entrepreneurs; Owners, family busi¬ Deane, R., “TQM Adoption Practices in ness the Family-Owned Business,” 5-14 Chiefdoms: family firms and, 15-16, 19; Differentiation, 350, 355-356, 358, 360. succession strategies and, 17-18 See also Individuation “Chiefdoms and Family Firm Regimes: Division of labor, 23 Variations on the Same Anthropologi¬ “Do Estate and Gift Taxes Have Eco¬ cal Theme,” 15-27 nomic Consequences?” 321-328 Chile, estate tax law in, 291-292 Dow Jones Industrial Average, 125,129 4S4 Dow Jones World Stock Index, 128 taxation and, 281 Dunn, B., “Family Enterprise in the Epps, L. J., review by, 444-446 UK—Special Sector?” 139-155; re¬ Equally weighted index, 129 view by, 87-92 “Estate Tax Drag on Family Businesses, Dynamism, 17 The,” 233-252 Dysfunctional family firms. See Un¬ “Estate Taxes and Asset Accumulation,” healthy family business 253-268 “Estate Taxes and the Investment Deci¬ sion in Closely Held Firms,” 315-320 E Estate plaiming: business continuity and, 172-173; defined, 172; family business Eckrich, C. J., “Effects of Family-Busi¬ failure and (study), 172-183; federal tax ness Membership and Psychological law and, 172-173, 182; need for, 183; Separation on the Career Development tax polity and, 182 of Late A lolescents,” 369-386 Estate tax: annotated bibliography on, Economics: family firms and, 114-117, 321-328; asset liquidity and, 267, 315, 131-132; GDP and, 114-115, 121- 319-320; asset/capital accumulation 132; Scottish SMFEs and 144-145, and, 265-267,198; burden of, 239-240, 148-149 288, 295-296; capital accumulation “Effect of Estate Taxes on Family Busi¬ and, 327; changes in, 227-228; chari¬ ness: Survey Results, The,” 303-314 table contributions and, 321-322,324- Effectiveness: business attractiveness and, 325, 328,332; design of, 237-238; dis¬ 193; competition and, 191-192; early incentive effect of, 308-311, 313, 319; successor introduction and, 194-195; economic impact of, 279-282, 296- family business organization and, 190- 297,303-304,313,321-328; entrepre¬ 191; family dynamics and succession, neurs and, 323; entrepreneurship and, 192; family firm successor (study), 185- 236,243-245,252, 323; estate compo¬ 195; measures of successor, 186; of suc¬ sition and, 240-243; estate planning cession, 187-188 and, 172-173, 182; expatriation and, “Effects of Family-Business Membership 230; family business behavior and and Psychological Separation on the (study), 303-314; family business fail¬ Career Development of Late Adoles¬ ure and, 228-229, 296, 199-300; free cents,” 369-386 enterprise and, 229; funding of, 317- Ego development, 360-362. See also In¬ 318; GDP/GNP and, 229-230, 256; dividuation history of, 234-237, 324; impact on Ellington, N., “TQAI Adoption Practices family firm of, 298-300; impact on in the Family-Owned Business,” 5-14 small business of, 227-231; jobs and, English family firms, succession manage¬ 296-297; labor disincentive of, 325; ment in (study): company age and, 78; labor-force behavior and, 323; litiga¬ findings, 76-80; methodology, 76; tion and, 229-230; minimizing, 254, questionnaire, 82-85; succession pro¬ 299; motivations for, 229, 233, 253, cedures and, 79; successor experience/ 288; negatives of, 301, 304; planning training and, 79-80. See also United expenditures, 231; private property Kingdom and, 234; rates, 257-265; revenues and, Entrepreneurs: black male, 444-445; es¬ 254-265, 270, 296, 327-328; wealth tate taxation and, 236, 243-245, 252; accumulation model and, 245-252, individuation in families of, 358-360; 325-326; wealth transfer and, 327; inheritance and, 323; survival of, 323. wealth transfer strategies and, 332-337. See also Chief executive officers See also Estate taxes, family business (CEOs); Owners, family business behavior and (study); Transfer taxation Entrepreneurship: aptitude for, 281; es¬ Estate tax law: Chilean, 291-292; cross- tate taxation and, 236, 243-245, 252, coimtry comparison of, 285-294; cross- 313; family business vs., 425; transfer cultural commonalities of, 286; estate 455 planning and, 172-173, 182; Finnish, laden asstimptions and, 347-348. See 289-291; lifetime credit and, 289; own¬ also Continuity, family firm; Family ership transfer and, 285, 288-289; re¬ business failure, heirs’ attributions for form of, 289; state, 286, 288; Taiwan¬ (study) ese, 292-293; U.S., 286-289 Family: boards of directors and, 404; Estate taxes, family business behavior and common history of, 203-204; company (study); disincentive effect of, 308-311, meaning and, 205-206; denial in, 351; 313; employment and, 309-310; ex¬ emotional involvement/confusion in, penses of, 311, 313; firm survival and, 204; enmeshed, 370; goals of, 425; 310; further research, 313; growth and, mutual awareness/privacy of, 205; pri¬ 308-309; insurance expenditures and, vate family language in, 204-205; 311-313; investment decisions and, shared identity in, 202-203; simulta¬ 308, 315; job loss and, 310-311; legal neous roles and, 201-202. See abo Fam¬ expenditures and, 312-313; methodol¬ ily dynamics ogy, 304-305; results/discussion, 305- Family business: as American dream, 329; 313 bulls’ eye configuration of, 109-110; Ethical behavior: business goals and, 159, cousins’ consortiums in, 448; economic 168; family firms and, 160-161; indi¬ impact of, 114-117,131-132,199; fam¬ vidual factors in, 158; interactionist ily-business goal conflict and, 424-425; perspective on, 158-159; moral psy¬ family-involvement categories of, 109; chology and, 158; moral reasoning and, GDP/GNP and, 114-115, 131-132, 158; norms of conformity and, 159; 199; global/ethnicity issues in, 214; as organizational context and, 158-160; illness, 348; individuation and, 355; life organizational culture/climate and, cycle of, 447-449; national employment 159-160,167-168; organizational for¬ and, 115, 199; ownership evolution of, malization and, 159, 166; organiza¬ 448-449; substance abuse and, 349; suc¬ tional size and, 159; reward/punish¬ cess and, 356-357; three-dimensional ment and, 159; role conflict and, 158 developmental model of, 447-448. See Ethics: defined, 158; emphasis on, 157; abo Adolescent career development, research on, 157-160. See abo Ethics, family business and (study); Failure, family firm (study) family business; Family business defini¬ Ethics, family firm (study): competing tions; Family business failure, heirs’ at¬ beliefs about, 160-161; discussion, tributions for (study); Family business 166-168; measures, 163-164; methods, goals/attitudes, work-family conflict and 162-164; non-family-firm, ethics vs., (study); Family business statistics; Fam¬ 165-168; results, 164-166; sample, ily businesses (FBs); Family firms; Fam¬ 162-163 ily-owned firms; Finance, family busi¬ “Ethics in Family and Non-Family- ness (study); Success, family business; Owned Firms: An Exploratory Study,” Unhealthy family business 157-170 Family-business definitions: criteria for, Eyzaguirre G., J. M., “A Comparison of 108; degree of family involvement and, Four Countries’ Estate Laws and Their 109-110; family-business universe and, Influence on Family Companies,” 285- 110; high family involvement, 113-114; 294 low family involvement, 113; public company. 111 Family-business failure, heirs’ attribu¬ F tions for (study): business success and, 181; definitional issues, 174; family- Failure, family business: estate planning business owners’ plan and, 176-177, and, 172-173; estate tax and, 228-229, 180; heirs’ business profile, 17 5; impli¬ 296; frequency of, 171-172, 185, 228; cations, 182-183; inadequate estate success and, 356; succession planning planning and, 177-181; measmes, 174; and, 172; types of, 356-357; value¬ method, 173-174; results/discussion. I Family-business failure (continued) nesses; German fiimily firms; Italian 17^182; sample profile, 175-176; suc¬ family businesses; Owners, family busi¬ cession/estate planning and, 172-173, ness; Scottish family enterprises; Span¬ 176; unemployment and, 181-182. See ish family businesses, internationaliza¬ also Failure, family-business tion (study) Family Business Forum (Kennesaw State Family-controlled public firms: organiza¬ College), 214 tional structure of, 125, 127; perfor¬ Family-business goals/attitudes, work- mance of, 127,131; stock performance family conflict and (study): business of, 125-127 goals/attitudes and, 425-426; concep¬ Family dynamics: family-business future tual fi-amework/hypotheses, 424-426; and, 187; family firm continuity and, findings/analysis, 430-431; future re¬ 187-188; family firms and, 5-i, 19, search and, 436; limitations, 435; re¬ 200-206; Scottish family enterprises search on, 423-424; research methods, and, 147; as Shakespearean tragedy, 93- 426-430; sample characteristics, 427- 97; sibling relationships and, 187; suc¬ 430; summary, 435; work-family con¬ cession effectiveness and, 192; succes¬ flict management, 426,434-435; work- sion planning and, 330. See alsoFom- family conflict measmes and, 431-434 ily. Work-family conflict (WFC) Family Business Index, 142-143 “Family Enterprise in the UK—h. Spe¬ Family-business research. See Research cial Sector?” 139-155 Family Business Sourcebook II: A Guide for Family Firm Institute, 96, 363 Families Who Own Businesses and the Family firms: anthroplogical perspective Professionals Who Serve Them, reviewed, on, 16; bivalent attributes of, 201-207; 212-215 common family history of, 203-204; Family-business statistics; categories of, as equally ethical, 160; ethics of, 161, 107; economic import of, 107, 117; 160-161; family dynamics and, 5-6, Educated Estimates, 107-108; extrapo¬ 19, 200-206; family emotional in¬ lation-based, 108; Family Business volvement/confusion in, 204; family Facts, 111; fi'amework for assessing, mutual awareness/privacy in, 205; 110; GDP and, 114-115,131-132; lack family-ownei ship-management over¬ of quantitative, 108; on net job cre¬ lap in, 200-201; family private lan¬ ation, 115-117; on privately-held com¬ guage in, 204-205; family-shared panies, 111-113; on public companies, identity in, 202; meaning of, 205-206; 110-111; research-based, 108; Street organizational culture of, 160; own¬ Lore, 107,110,113-115,117;onwork ership/control in, 19; pre-industrial force, 115 chiefdoms and, 15-16, 19; simulta¬ Family-business universe, 109-110 neous family roles in, 201-202; social Family businesses (FBs): changing envi¬ context and, 19; wealth and, 19. See ronment of, 194; competitive environ¬ also English family firms, succession ment of, 187,191-192; criteria for, 108; management in (study); Ethics, fam¬ defined, 199; economic statistics on, ily firm (study); Family business; Fam¬ 107-108, 110, 114-117; export activ¬ ily businesses (ras); Family-controlled ity of, 45; family relationships and, 187, public firms; Family-owned firms; 192; intemationahzation of (study), 45- Spanish family firms; UK family firms 58; NFBs vs., 45-46, 141-144, 153; Family-owned-business planning (study): organization of, 187, 190-191; preva¬ consultants and, 40; control, 39; finan¬ lence of, 199; privately-held, 111-113; cial analyses, 37-39; growth and, 34- public. 111, 125; Shakespearian plays 35; involvement and, 32; mathemati¬ and, 93-95; systems theory and, 153- cal/computer models and, 40-41; ob¬ 154; women in, 213-214. See also jectives, 33-34; premises, 34; tech¬ Champion firms; Engfish family firms, niques, 33-39; tools, 40 succession management in (study); Family-owned firms: decision making in, Family firms; Family-owned busi¬ 5-6,13; family dynamics in, 5-6; flex- 457 ible organization of, 12-13; manage¬ of, 439-443 ment of, 6, 11; managerial formality/ Gersick, K. E., Generation to Geneintion: skills, 6, 11-13; performance of, 5-^, Life Cycles of the Family Business, re¬ 10-11; planning in smaller (study), 31- viewed, 447-449 42; short-term focus of, 5-6,11; status Goldberg, S. D., “Research Note: Effec¬ quo attitude of, 6, 11; TQM practices tive Successors in Family-Owned Busi¬ in (study), 5-13; work-family conflict nesses: Significant Elements,” 185-197 and (study), 62-72. See also Family busi¬ Gross Domestic Product (GDP): calcu¬ nesses (FBs); Family-controlled public lating, 114; estate tax and, 229-230; firms; Family firms; Family-owned family-business contribution to, 114- business planning (study) 115,131-132,199; government spend¬ Federal Estate and Gift Tax (FEGT), ing and, 114 327-328 Gross National Product (GNP): estate tax “Federal Estate and Gift Taxes: Are They and, 229-230,256; family business and, Worth the Cost?” 295-302 199 “Federal Transfer Taxation: The Effect on Saving, Capital, Accumulation, and H Economic Dissipation,” 269-283 File, K. M., “Attributions for Family Busi¬ Hampton, M. M., Geneintion to Genera¬ ness Failure: The Heir’s Perspective,” tion: Life Cycles of the Family Business, 171-184; Marketing to Family Businesses, reviewed, 447-449 reviewed, 209-211 Hariharan, G., “Estate Taxes and Asset Finance, family-business (study): analy¬ Accumulation,” 253-268 sis/results, 391; background, 387-388; Herbert,}. I., Black Male Entreprenetirs and data, 388-391; debt level and, 391-394; Adult Development, reviewed, 444-446 debt level and growth and, 399-400; Hidden Champions: Lessons fivm the 500 of debt level and performance and, 398- the World's Best Unknown Companies, 399; dividend policy and, 396-397; fi¬ reviewed, 439-443 nancial policies and, 395-396; implica¬ tions, 399-400; performance and, 397- 398 I “Finance in Family Business,” 387-401 Financial Times All Share Index (FTSE), Ibrahim, N. A., “The Status of Planning 142-143 in Smaller Family-Owned Businesses,” Finland, estate tax law in, 289-291 29-43 Fleenor, P., “The Estate Tax Drag on “Impact on Small Business and Family Family Businesses^” 233-252 Business of Changing the Estate Tax, Foster, J. D., “The Estate Tax Drag on The,” 227-232 Family Businesses,” 233-252 “Important Factors in Family Business Frederick, T, review by, 329-331 Internationalization,” 45-59 Fruin, W. M., Kikkoman: Company, Clan Individuation: balance of, 356; business and Community, reviewed, 87-92 addiction and, 361-362; defined, 355; ego development and, 360-362; entre- preneiuial families and, 358-360; fam¬ G ily attachment and, 350; family-busi¬ ness conflict and, 359-360; family-busi¬ Gallo, M. A., “Finance in Family Busi¬ ness success and, 358-359; self-actual¬ ness,” 387-401; “Important Factors in ization and, 360; theories of, 355-356 Family Business Internationalization,” “Influences of Work-Family Conflict on 45-59 Job Satisfaction, Life Satisfaction and Generation to Generation: L^e Cycles of the Quitting Intentions Among Business Family Business, reviewed, 447-449 Owners: The Case of Family-Operated German family firms, hidden champions Businesses,” 61-74 \ \ 458 Internationalization: factors in, 46-48; See also Spanish family businesses, in¬ family business (study), 45-52; research ternationalization (study) on, 45. See also Spanish family busi¬ Lee, M.-S., “Research Note: Compari¬ nesses, internationalization (study) son of Small Family Businesses with Investment decision model, 316 Family Participation versus Small Busi¬ Italian family businesses, 403. See also nesses Without Family Participation: Boards of directors, Italian family busi¬ An Investigation of Differences in nesses and (study) Goals, Attitudes, and Family/Business Conflict,” 423-437 Lee, T. J., “Research Note: Succession J Management in Family Firms in the North East of England,” 75-85 Job creation, family business, 115-117 Legitimacy, contender, 20-21 Job satisfaction (JS): job performance and, Levin, B. J., review by, 332-337 63-64; life satisfaction and, 64; work- Life cycle: adult male, 444-445; family family conflict and (study), 62-72 business, 447-449; stages of, 444 Jones, R. T, “TQM Adoption Practices Life satisfaction (LS): job performance in the Family-Owned Business,” 5-14 and, 64; job satisfaction and, 64; pro¬ pensity to leave and, 64; work-family conflict and (study), 62-72 K Loughead, T. A, “Effects of Family-Busi¬ ness Membership and Psychological Kaplan, T., review by, 209-211 Separation on the Career Development Kaye, K., “When the Family Business Is of Late Adolescents,” 369-386 a Sickness,” 347-368 “Loyola University Chicago Family Firm Kikkoman: Company, Clan and Community, Stock Index,” 125-137 reviewed, 87-92 Loyola University Chicago Family Firm Kikkoman Corporation: family history in, Stock Index (LUCFFSI): background, 89-90; firm-as-family approach in, 87- 125-129; construction of, 129-134; 88; globalization of, 88; organizational firms used in, 130; performance, 125- change phases in, 88-89; role of women 126; as performance benchmark, 127; in, 90, 92; technical innovation in, 88 recommendations, 132-134; sample King Lear, reviewed, 93-97 selection/data, 129-131; technical ap¬ Kinship, 16 pendix, 135-136 Kirby, D. A., “Research Note: Succession Management in Family Firms in the North East of England,” 75-85 M Krueger, N. E, “Chiefdoms and Family Firm Regimes: Variations on the Same McConaughy, D. L., “Loyola University Anthropological Theme,” 15-27 Chicago Family Firm Stock Index,” Kuhlman, B. R., review by, 439-443 125-137 Market value-weighted index, 128-129 Marketing to Family Businesses, reviewed, L 209-211 Mattson, R., “A Comparison of Four Lansberg, I., Generation to Generation: L^ Coimtries’ Estate Laws and Their In¬ Cycles of the Family Business, reviewed, fluence on Family Companies,” 285- 447-449 294 Latin American family business: at-risk Mendoza, D., “Loyola University Chi¬ warning signals for, 216-217; boards of, cago Family Firm Stock Index,” 125- 217; entrepreneurial families in, 217- 137 218; financing in, 217; growth strate¬ Mentoring, successor, 192-193 gies of, 217; succession issues in, 216. Mishra, C., “Loyola University Chicago 459 Family Firm Stock Index,” 125-137 Planning: business life cycle and, 182- “Myths and Realities; Family Businesses’ 183; family-business failure and, 176- Contribution to the US Economy,” 181; intra-family conflict and, 177-180; 107-123 operational vs. strategic, 31; perfor¬ mance and, 29-30; smaller family firm (study), 31-42. See also Estate planning; N Family-owned business planning (study); Strategic planning; Succession Non-family businesses (NFBs): ethics in, management; Succession planning 157-161; expHjrt activity of, 45; family Polity, 16, 25 businesses vs., 45-46, 141-144, 153 Pont, C. G., “Important Factors in Family Business Intemadonalizadon,” 45-59 Pre-mortem succession, 22 O Price-weighted index, 128 Prince, R. A., “Attribudons for Family Organizational culture, 159-160 Business Failure: The Heir’s Perspec¬ Organizational performance. See Perfor¬ tive,” 171-184; Marketing to Family mance Businesses, reviewed, 209-211 Ostracism, 22 Privately held companies: IRS and, 111- Owners, family-business: goals of, 209; 112; partnerships, 112; private corpo¬ marketing to, 209-211; Personality rations, 112-113; sole proprietorships, Assessment Technique and, 209, 211; 112 personality types of, 209-210; product Productivity, work-family conflict and, purchasing by, 210-211. See also Chief 426 executive officers (CEOs); Entrepre¬ Propensity to leave (PTL): job satisfac¬ neurs tion and, 63; propensity to search and, Ownership transfer, 285, 288-289, 336. 64; work-family conflict and (study), See also Succession planning 62-72 Propensity to search (PTS), 64 Public companies. 111. See also Family- P controlled public firms Paramount, 16 Passing the Torch: Succession, Retirement, R and Estate Planning in Family-Owned Businesses, Second Edition, reviewed, Regime, 16 329-331 Research: anthropological perspective Perceived product quality, 5 and, 18-19, 25; ethics, 157-160; fam¬ Performance: debt level and, 398-399; ily business, 199-200; family-firm decentralization and, 13; family-con¬ business/financial strategies, 387; fam¬ trolled public firm, 127; family-owned ily vs. non-family firms, 141-142; fam¬ firm, 5^, 10-12; market share position ily- vs. non-family business, 423-424; and, 397-398; planning and, 29-30; internationalization, 45; lack of quan¬ TQM adoption and, 12 titative, 108; planning-performance, Personality Assessment Technique (PAT), 29-30; successor, 186; work-family 209,211 conflict, 63 Personnel strategies: contender elimina¬ “Research Note: Comparison of Small tion strategies, 17-18, 20-22; shared Family Businesses with Family Partici¬ appointments strategies, 17-18,22-23 pation versus Small Businesses With¬ Pettker, J. D., “A Comparison of Four out Family Participation: An Investi¬ Countries’ Estate Laws and Their In¬ gation of Differences in Goals, Atti¬ fluence on Family Companies,” 285- tudes, and Family/Business Conflict,” 294 423-437 460 “Research Note: Effective Successors in Small and medium-sized enterprises Family-Owned Businesses: Significant (SMEs): characteristics of, 141-142; Elements,” 185-197 economic impact of, 144; in UK, 140; “Research Note: Succession Management economic significance of, 144-145, in Family Firms in the North East of 148-149 England,” 75-85 Small Business Council of America Restructuring strategies, 17-18, 23-24 (SBCA), 227 Rider, M., “Do Estate and Gift Taxes Smiley, J.,/i Thousand Acres, reviewed, 93- Have Economic Consequences?” 321- 97 328 Soldano, P., “Federal Estate and Gift Rogers, E. D., “Chiefdoms and Family Taxes: Are They Worth the Cost?” Firm Regimes: Variations on the Same 295-302 Anthropological Theme,” 15-27 Southwick, L., Jr., “Estate Taxes and As¬ Rogoff, E. G., “Research Note: Compari¬ set Accumulation,” 253-268 son of Small Family Businesses with Spanish family businesses, international¬ Family Participation versus Small Busi¬ ization (study): company size, 49; elas¬ nesses \Mthout Family Participation: ticity variables, 47, 53-54; factors, 46- An Investigation of Differences in 48; industry activity, 49; levels, 51; mag¬ Goals, Attitudes, and Family/Business nitudes, 49-51; regression analysis, 5 5- Conflict,” 423-^37 57; results, 51-55; rigidity variables, 47, Rotation, 23 52-53; sample characteristics, 48-49. Rue, L. W., “The Status of Planning in See also Latin American fiunily business Smaller Family-Owned Businesses,” Standard and Poor's 500, 128 29-43 Standard and Poor's Food Ituiex, 128 “Status of Planning in Smaller Family- Owned Businesses, The,” 29-43 S Stock indices: constructions of, 128-129; defined, 127-128; equally weighted Saposnik, R., “Estate Taxes and the In¬ index, 129; market value-weighted in¬ vestment Decision in Closely Held dex, 128-129; price-weighted index, Firms,” 315-320 128; types of, 128; usefulness of, 128; Scottish family enterprises: defined, 145; uses of, 128. See also Loyola University economic significance of, 148-149; Chicago Family Firm Stock Index family birthright and, 146; family dy¬ (LUCFFSI) namics in, 147; importance of, 145; Strategic planning: entrepreneurs and, 80; motivation of, 146; societal interests of, operational planning vs., 31. See also 149-150; success themes of, 145; vis¬ Planning ibility of, 146-147; workshops on, 146- Substance abuse: alcoholism and, 349- 147 350; fiunily business and, 349. See also Shakespeare, W., King Lear, reviewed, 93- Addiction 97 Success, family business: case classifica¬ Shanker, M. C., “Myths and Realities: tion of, 357-358; defined, 356; differ¬ Family Businesses’ Contribution to the entiation and, 358; individuation and, US Economy,” 107-123 358-359; succession and, 355, 363; Shared appointment strategies: division work-family conflict and, 432-434 of labor, 23; pre-mortem, 22-23; rota¬ Succession: boards of directors and, 404; tion, 23 competitive environment and, 192; Shore, T. H., “Ethics in Family and Non- Family Firm Institute mission and, Family Owned Firms: An Exploratory 363; Latin American family business Study,” 157-170 and, 216; pre-mortem, 22. success and, Simon, H., Hidden Champions: Lessons from 355, 363. See also Ownership transfer; 500 of the World's Best Unknown Com¬ Succession management; Succession panies, reviewed, 439-443 planning