Case Studies

Family Business Case Handbook


Moores, K. J., & Craig, J. B. (2006) From vision to variables: A scorecard to continue the professionalisation of a family firm. Family Business Research Handbook. Elgar Publications, 196-214.



Abstract
This chapter builds on previous projects we have conducted that have concentrated on the key areas of corporate governance and strategic planning in family businesses. Whereas our previous projects have enlisted an additive approach (that saw the family perspective added to the business), this current research takes on an integrated approach and seeks to integrate issues that influence the family and business systems. Specifically, in this research we use innovation action research (Kaplan, 1998) to illustrate how the Balanced Scorecard that includes reference to family business challenges has been introduced and used to assist family members, board members and management in a third-generation Australian family-owned business by the lead author who is a non-executive director of the business. The process of scorecard development is discussed and the development of the core essence, vision and mission statements, strategic objectives, measures and targets, which can be scrutinized by family business stakeholders to ascertain consistency with the vision of the company, is outlined. A conceptual mapping framework is introduced and propositions that will guide future projects are detailed.

Family Business Case Annual


Craig, J. B., & Moores, K. J. (2004) The professionalization process: The Dennis Family Corporation case. Family Business Case Journal, (Eds. Joe Astrachan, Panikkos Poutziouris and Khaled Soufani) ISBN: 0-9753893-0-0, 91-121. 

Abstract
Bert and Dawn Dennis were faced with a decision that had to be made and they could not make it on their own. They called a family meeting. They asked their four adult off-spring to decide whether they would prefer them to sell the business that they had built over the past 25 years and divide the funds equally between them or whether the children would prefer to amalgamate their associated businesses with the parent company and take on the challenge of professionalizing this new entity. The four members of the second generation expressed unanimous desire to amalgamate and “make a real go of it”. This case study details how the Dennis family has been able to professionalize their family business while still retaining their family values and realizing Bert and Dawn’s vision.