Crisis management in family firms

From a theoretical angle, Roux-Dufort (2007) criticized the literature on crisis management for focusing too much on exceptional situations and instead suggests to view crisis as a process. This view is more in line with the literature on turnaround management (Cater & Schwab, 2008; Trahms, Ndofor, & Sirmon, 2013). Already Melin described the importance of the surrounding environment on an organization’s ability to turnaround, and thereby overcome a crisis situation (Melin, 1985).
Summarizing the prior arguments, an interesting question arises, how do family firms handle a crisis situation where the existence and control of the family firm is at stake? The purpose of this project is to explore and understand how family firms manage a crisis by applying a processual perspective. The project will contribute with empirical illustrations of family firms which faced a crisis situation, which threatened the existence of the business as a family business. We will draw on case studies from three different countries, i.e. Germany, Scotland and Sweden. By selecting cases from three different countries, we can account for the diversity and heterogeneity of family firms.


8.3.2017 - 31.7.2019



  • Prof. Dr. Börje Boers, University of Skövde, Sweden