The founder's legacy: Hangover or inheritance?

Ogbonna, Emmanuel Okechukwu ORCID: https://orcid.org/0000-0002-9742-1535 and Harris, Lloyd C. 2001. The founder's legacy: Hangover or inheritance? British Journal of Management 12 (1) , pp. 13-32. 10.1111/1467-8551.00183

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Abstract

The legacy of organizational founders is a comparatively under-studied topic. Through two in-depth case studies, this article explores the factors which influence whether founding strategic visions, objectives or decisions influence present-day strategic choice. Furthermore, the study identifies and explores a number of factors which influence whether a strategic legacy is categorized as either an inheritance or a hangover. The article begins with an overview of existing research into the role of the founder, commitment and strategic inertia, which suggests that additional research is required to clarify the legacy of company founders. After a review of the research design and methodology adopted for the study, the findings of two case studies are presented. The findings suggest that the initial establishment of a strong organizational culture, continuing perceptions of success as well as successive family control all contribute to an adherence to the founding strategy, mission or objectives. In addition, the study indicates that the flexibility of the original strategy and environmental issues impact on the extent to which the strategic legacy is classified as an inheritance or a hangover. The article culminates in a series of conclusions and implications.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Publisher:	Wiley-Blackwell
ISSN:	1045-3172
Last Modified:	24 Oct 2022 09:50
URI:	https://orca.cardiff.ac.uk/id/eprint/42308

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