Publisher's Synopsis
Small and family run businesses are often grouped together as a single category to differentiate them from larger businesses and organizations. This conceals a number of important different characteristics and behaviours of small businesses.;This paper presents the findings from new longitudinal research studies that reveal a typology of behaviours expressed in the form of a new model. The model will assist small and family run businesses to make informed strategic choices, hitherto not available. The model also serves to inform those organizations that provide business development advice and training that should make their interventions more effective.;The model serves to explain how changing expectations and needs of key players may legitimately change over time and that these need to be accommodated. Alternatives to growth are valid alternative missions.;The authors also postulate that by resolving the demands of the family with the business needs through dilemma reconciliation, the integrated resultant business is more sustainable and provides an improved lifestyle for its key players.
