Conceptualizing the family firm as a dual system with properties of both the family and the business has prevented the field from fully examining the nature of these firms and has biased our observations and interventions. Too narrow a focus on the contribution of subsystems leads to a stereotyping of subsystem functioning, inconsistent and inadequate analysis of interpersonal dynamics, exaggerated notions of subsystem boundaries, and an underanalysis of whole system characteristics. Each of these drawbacks is discussed, and a beginning view of the family firm as a single entity is presented.
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