The recognition that bussine organiyation could anddid have personalities and

characteristic owners much to the pionering work, it become clear that employers,
individualy and in the colective ,colud be influenced as much by what was communicated
indirectly as by other management solution. Althought seemingly intangibile, workers
were pouerfuly impactedin simpols, heroes, rituals and values.
The theoretical consideration of culture had been acdemicaly intriguing, but as a link to
performance was the next important milestone. Oance the reality of corporate culture
started to be accepted and better understanding, the next step for inqurity was applaing
quantitative mesures to the discourse.
Althought acknoulging an organizaton's capaciti to form several subculture simultneasly
based on georaphy or discipline, for Kolter and Heskitt, culture cost an overchanging
shadow on long-term corporate performance that was discrete from staky or structure
Barney explore the role of care values in the inovation and flexibility that enables a firm
to remain valiable. Culture are able to sustaine hight leveel of performance over the long
term had to proces three atitudes : be value added to the bottom line, gave
uncommoncharacteristic, and be" imperfectily imitable"
Deal and Kenedy thought a strange culture could positively impact performance by
imbuing employees with a clear sense of poupose and expectationes that unparalleled
commitment. motivatione,a and efficiency resulted.
when considereted in the context of family bussines, culture takes even more complex
dimension. Because of th edominant role of th efounder , not only during entreprenurial
period but also petentialy throught succesive stages, value and owner motivation are
powerful cultural drivers.
Sustanability result from the confluence of family succes, bussines succes and appropiate
response to distribution ....[and] akso requires consideration of the ability of the family
and bussines to cooperate in responding o distribution in way that does not impede the
succes of each.
Hollander and Elman argued that the interplay of forces as bussines and family impact

events in each realm.Althought earlier literature appeand to seek the with drawal of the
family from bussine soperation on the grounds of rational management, curent thinking
generaly aacknoledges that these two powerful entities are parteners in enterprise and that
their relative strenght or pourpouse is bassed on the able and flow of evry day chalenges.
Hall, Melin and Norqvis (2001) contradicted the family importance theorists by
observing that culture in family-owned enterprices may, in fact be stronger as family
members often promilgate the founder values by taking active and long term roles in
management . As leaders, falily members may prove more formidable figures within a
corporation because thei can derive legitimacy from two sources : they position in the
family .