Three Essays on Owner Control in Private Firms: Dynasties, Employee Empowerment and Entrepreneur Faith

This doctoral thesis explores three distinct aspects of owner control in private firms. The three paper projects, which constitute the extant dissertation, shed light on the overarching topic of owner control in private firms by elaborating on (1) the formation of business dynasties, (2) employee empowerment in owner-managed firms, and (3) the transition of owner-manager faith into the professional environment. The first paper focuses on transgenerational owner control by exploring the formation of business dynasties over long periods of time. The paper discusses the evolutionary process that couples family events and business-domain changes across generations. Based on a comparative multiple case study approach using longitudinal data from six dynasties from Western countries, a process model was developed explaining how some families manage to form business dynasties over generations. The second paper addresses the distribution of owner control by elaborating on the drivers, mechanisms, and effects of employee empowerment in owner-managed firms. Applying a comparative multiple case study approach, the study builds on qualitative data from six owner-managed firms which are active in the Swiss main- and ancillary construction industry. A process model was developed explaining how owner-managers can effectively share control with their employees. The third paper focuses on the execution of owner control by exploring the transition of Christian faith of owner-managers into the professional environment. Using a comparative multiple case study approach, the paper relies on qualitative data from eleven Swiss privately-owned firms which are led by publicly-known Christian owner-managers who admitted that their Christian faith affects their professional environment. A model was developed elaborating about how Christian owner-managers transition their faith into the professional environment. Overall, this dissertation critically and holistically debates owner control in private firms and thus contributes to the wider discussion in academia and practice.

This doctoral thesis explores three distinct aspects of owner control in private firms. The three paper projects, which constitute the extant dissertation, shed light on the overarching topic of owner control in private firms by elaborating on (1) the formation of business dynasties, (2) employee empowerment in owner-managed firms, and (3) the transition of owner-manager faith into the professional environment. The first paper focuses on transgenerational owner control by exploring the formation of business dynasties over long periods of time. The paper discusses the evolutionary process that couples family events and business-domain changes across generations. Based on a comparative multiple case study approach using longitudinal data from six dynasties from Western countries, a process model was developed explaining how some families manage to form business dynasties over generations. The second paper addresses the distribution of owner control by elaborating on the drivers, mechanisms, and effects of employee empowerment in owner-managed firms. Applying a comparative multiple case study approach, the study builds on qualitative data from six owner-managed firms which are active in the Swiss main- and ancillary construction industry. A process model was developed explaining how owner-managers can effectively share control with their employees. The third paper focuses on the execution of owner control by exploring the transition of Christian faith of owner-managers into the professional environment. Using a comparative multiple case study approach, the paper relies on qualitative data from eleven Swiss privately-owned firms which are led by publicly-known Christian owner-managers who admitted that their Christian faith affects their professional environment. A model was developed elaborating about how Christian owner-managers transition their faith into the professional environment. Overall, this dissertation critically and holistically debates owner control in private firms and thus contributes to the wider discussion in academia and practice.