The thesis investigates the relevance and impact of the Competing Values Framework and selected social cultural factors of Edgar Schein regarding the implementation of strategies in family owned businesses.
The qualitative research project is conducted as an empirical case study. Guided interviews with senior experts from strategic relevant areas of the family business of Conrad Electronic and debriefings with external senior executives, who reflect on their experiences of working in family owned businesses and challenge the findings of the interviews, are applied to discover the social cultural root causes that lead to the failure of strategic implementations in family owned businesses.
An extensive review of international research projects, literature, models regarding the process of strategy implementation and cultural frameworks provide the academic foundation for the thesis. However, questions regarding the relevance and impact of the Competing Value Framework and the selected set of social cultural factors regarding the implementation of strategies in family owned businesses have not been researched to a degree that allow derivations with practical advices of how to cope with the social cultural challenges arising from transforming or renewing business models.
Addressing the research gap, the thesis target to confirm or reject the relevance and impact of the Competing Value Framework selected social cultural factors of Edgar Schein, to build a deeper understanding of the Interrelations of selected social cultural factors and to provide meaningful advices to business leaders and practitioners.
Novel insights of the relevance, impact and interrelations of the Competing Value Framework and selected cultural factors of Edgar Schein aim to support strategic leadership and improve decision-making processes of relevant leaders and practitioners, which increase the probability of a successful strategy implementation and therefore the chances of the ongoing continuance of family owned businesses
