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...ional"sstyle of management pract ice (Dyer, 1988). Note that, with the change tosnonfamily ownership, the new leader no longer had a normat ive basissfor influence from which to pursue culture goals (=-=Etzioni, 1961-=-). In thescase described by Astrachan (1988) , control of the firm eventually passedsinto the hands of another family, though not the founding family, and insmany ways the culture of the firm returned...

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... to the community. In family firms, recrui tment and social ization often begins quitesearly in life for members of the control l ing family (Rosenblat t , de Mik,sAnderson, and J o h n s o n , 1985; =-=Ward, 1987-=-, 1988). Children in the family,sfor example , may start work ing as early as the age of ten or may be told,sbeg inn ing in chi ldhood, stories of the firm's founding and accompl ishments. Al though s...

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...mily firmsis impor tant to one's self-concept, especially for founders. (For a detailedspsychological account of the relat ionship between self-concept and thessocial groups to which one belongs, see =-=Turner, 1987-=-.) Mil ler and R i c es(1967) , too, make the point that one's own identity as a family member insa business is closely tied to both family and work roles. T h e y point out,sthough, that identity in ...

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...ional ideals, mechanisms of commitment, and the exercise ofsauthority.sUtopias are voluntary, value-based c o m m u n a l societies rooted in religious, social , or po l i t i ca l -economic beliefs (=-=Kanter, 1972-=-). Such c o m m u - nities first appeared in the United States as early as 1680 and cont inue tosarise today, a l though the greatest wave of utopia-bui lding in this countrystook place in the mid 180...

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...le . Embrac ing newcomers assmembers of a family, too, make use of the mechan i sm of transcendence.sT h u s , s trong leaders can be key agents in creat ing "unswerving commit - ments from members" (=-=Adler and Adler, 1988-=-, p. 4 0 1 - 4 0 2 ) both at thest ime of entry into the organizat ion and later.sLeaders of family firms often derive their authori ty from two sources,sas head of the business and as head of the fam...

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...as eventually soldsto a corporate conglomerate . T h e practices of the new owner effectivelysended the family character of the firm, replacing it with a "professional"sstyle of management pract ice (=-=Dyer, 1988-=-). Note that, with the change tosnonfamily ownership, the new leader no longer had a normat ive basissfor influence from which to pursue culture goals (Etzioni, 1961). In thescase described by Astrach...

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...out in that the communi ty becamesa corporat ion, with shares of stock allocated to its long-standing members. Shaker communi t ies , too, have faced the disruptions caused by rel iance on outsiders (=-=Andrews and Andrews, 1974-=-). Prosperous familysfirms can also become targets for outsiders' influence, when being acquired by another company or through the lure of a publ ic sale of stock.sIn many ways the f inancial success ...