Abstract We explore the process and consequences of family firm owners applying informal rules to decision-making in the context of later-generation family firms attempting strategic renewal. Based on the case studies of two firms in a Nordic country where the owners serve as non-executive board members, and following institutional action theory, we propose that informal rules – based on historical precedents and cumulative experience – applied to a family firm’s decision-making play many roles. They sustain family traditions over time, transfer experience over generations and depersonalise family members’ use of power. In addition, the rules on governance structure, governance processes and the content of the strategies form a hierarchy and can both facilitate and hinder the renewal.

中文翻译：

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家族企业战略更新中的所有者规则决策

摘要 我们探讨了在后代家族企业尝试战略更新的背景下，家族企业所有者将非正式规则应用于决策的过程和后果。基于对所有者担任非执行董事会成员的北欧国家的两家公司的案例研究，并遵循制度行动理论，我们建议将非正式规则——基于历史先例和累积经验——应用于家族企业的决策——使扮演许多角色。他们随着时间的推移维持家庭传统，将经验传给几代人，并使家庭成员对权力的使用去个人化。此外，治理结构、治理流程和战略内容的规则形成了层次结构，既可以促进更新，也可以阻碍更新。