Kulturowe konsekwencje odwróconego modelu przedsiębiorstwa rodzinnego na przykładzie rodzinnej firmy inwestycyjnej
Cultural Consequences of the Reverse Model of the Family Business on the Example of the Family Investment Firm

Summary/Abstract: Author of this paper has taken into consideration, on the base of case study, the issue of exchange of the leadership roles between children and parents in the family business and the consequences of this fact in the field of the organizational culture. The case study analysis was based upon results of the empirical research of the diagnosis of the organizational culture by use the model of competing values. In this context the aim of the following article is an identification and analysis of consequences in castling of leading roles in a family business which find their reflection in organizational culture realm. It was stated that parenttification understood as a granting the child of the parents role influences the balance of the familiar system and the system of power in the family business. There is common opinion that parents have to be leaders and have to support their children, and in the business family they have to be leaders and creators of organizational culture as well. When children dominate in both areas, their leadership creates dissonance change traditional model of the family business towards the market oriented model of such kind of the company oriented on success. The desire of the winning glues the company, and success is equal withe the success on the market. Such strategy is supported very often by absolute and hard leaders totally different than the portrait of so called the seniors of the family. Such situation is the real obstacle for succession.

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