Entwicklung eines Transformationsmanagementmodells: Eine theoretische und qualitative Untersuchung vor dem Hintergrund aktueller ökonomischer Herausforderungen und der Besonderheiten von Familienunternehmen in der DACH-Region

In this thesis, transformation management in family businesses is being examined. The aim is to determine how transformation management in family businesses can be successfully designed to account for current economic challenges and the special characteristics of family businesses. This work conducts a comprehensive review and analysis of the existing literature, leading to the formulation of a theoretical model. With expert interviews the current state and requirements for successful transformation management, and the evaluation of the model is explored. These insights are then integrated into a theory- and empirically-driven model.

Existing research has extensively examined the distinct features of family businesses, particularly their unique family goals and resources, and the general field of transformation management. Transformation management in family businesses remains largely underexplored, despite the constantly changing external political and economic conditions alongside the special characteristics of family businesses. Each posing special requirements for effective transformation management.

Findings of the empirical investigation reveal that family businesses typically adopt a top-down managerial approach, with varying levels of family involvement, formalization and planning intensity. The expert interviews reveal a variety of tasks, requirements, enablers, and barriers consistent with the broader transformation management literature, further refining and expanding them. While the use of family-specific content, particularly in communication, is described variably, it shows to be a potential lever for successful transformation within family businesses.

Based on these theoretical and empirical findings, a refined theory- and empirically-driven model is proposed, putting transformation management in the context of strategic management. The model, encompasses the three dimensions of family strategic management, company strategic management, and transformation management. The model follows the phases of analysis, planning, and implementation, designed as an iterative cycle with fluid phases. This design is important to reflect the heterogenous focus of family businesses, from strong planning to a mix of planned and emergent approaches. Therefore, it address the specifics of family businesses and volatile times. The included recommendations for action range from having a family constitution in place to harnessing the power of the family in communications.