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Thursday
Sep132012

Case Studies

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

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. Tthis 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 scrutinised by family business stakeholders to ascertain consistency with the vision of the company, is outlined. 

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

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 professionalising 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 professionalise their family business while still retaining their family values and realising Bert and Dawn’s vision.

The Challenge of father-daughter succession in family business: a case study from the land down under.
Chapter 27 in Family Father-Daughter Succession in Family Business: A cross-cultural perspective  edited by Halkias, Daphne, Thurman, Paul, W., Smith, Celina, and Nason, Robert S., (2011) Gower Publishing Ltd., p285-293.
Barrett, Mary & Moores, Ken

This chapter examines the case of an Australian woman who succeeded her father as the CEO of a large fourth generation family business in the traditionally male-dominated road transport industry. The case is described in three phases 91) an outline of Australian culture and how it influences business life, (2) the history of the case family firm and how the daughter came to lead it, and (3) conclusions are drawn they relate to the Australian values and culture.

The Deague family: learning entrepreneurship through osmosis

Chapter 7 in Family Enterprise in the Asia-Pacific :exploring transgenerational entrepreneurship in Family Firms edited by Au, Kevin, Craig, Justin B., and Ramachandran, Kavil (2100) Edward Elgar Publishing Ltd., p111-123

Craig, Justin, Irava, Wayne and Moores, Ken

The Belcher family gain legitimacy in a new industry: sailing into the unknown

Chapter 8 in Family Enterprise in the Asia-Pacific :exploring transgenerational entrepreneurship in Family Firms edited by Au, Kevin, Craig, Justin B., and Ramachandran, Kavil (2100) Edward Elgar Publishing Ltd., p124-136

Craig, Justin, Irava, Wayne and Moores, Ken

Twin Brothers in arms learn the family business

Chapter 10 in Family Enterprise in the Asia-Pacific :exploring transgenerational entrepreneurship in Family Firms edited by Au, Kevin, Craig, Justin B., and Ramachandran, Kavil (2100) Edward Elgar Publishing Ltd., p150-163

Craig, Justin, Irava, Wayne and Moores, Ken

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