How can family firms cope with growth? Contribution to accelerationism

Abstract

Purpose

Accelerationist thinking needs an organizational lens to progress. This paper explores how family firms cope with growth pressure.

Design/methodology/approach

Five case studies of French family multinationals, including semi-directive interviews conducted with senior, middle managers and operational employees showed how these allegedly “human-oriented organizations” have handled growth.

Findings

Four organizational change initiatives were undertaken: (1) the transition from a functional structure to a matrix model, (2) the formalization of a corporate value system, (3) the centralization of an information and communication system and (4) the involvement of external consultants. Further analyses suggested an empowerment-control tension. In line with previous critical work on business empowerment practices, these organizational initiatives conceal a control reinforcement. This translates into internalization of repression, among family director, manager, and operational employees, both at headquarters and subsidiaries. Thus, one is misguided if turning to family firms to escape from becoming both subject and driver of control as they are submitted to the same market pressures as others, pressure condemned by accelerationists.

Practical implications

Accelerationism thinking aims at a post-capitalist era and is a fertile ground for collective reflection, which should feedback the family organization with a brighter future. The family firm can only acknowledge this compelling phenomenon and fulfill its role of society stakeholder raised to a higher level.

Originality/value

Family businesses, themselves, roll out their own repressive mechanisms due to the market system. This paper connects two literature studies: family business growth and accelerationism thinking.

Citation

Denis, L., Beddi, H. and Valax, M. (2021), "How can family firms cope with growth? Contribution to accelerationism", Journal of Organizational Change Management, Vol. 34 No. 6, pp. 1188-1204. https://doi.org/10.1108/JOCM-12-2019-0395