This study provided a unique opportunity to analyze five generations of a small but continually evolving family-owned media organization with multiple media outlets operating across delivery platforms. The purpose of this paper is to identify variables that contributed to entrepreneurship and sustainability, holding the family business intact for more than 100 years.,This study used organizational ecology in a qualitative case study to interview entrepreneurs from three of five generations. Additionally, current employees, family and friends, along with letters, cards, published articles and financial data were included in the analysis. Entrepreneurial themes based on organizational ecology were identified including variation, selection, retention, as well as values, innovation, service and adaptability.,The company in this study began with the purchase of newspapers and start-up of a news service in 1904. By the third generation, entrepreneurial initiatives included additional newspapers, as well as a television start-up. In the fourth and fifth generations, the company evolved into what the family termed a “media development company” with a mix of revenue platforms including electronic newspapers, websites, radio stations, live events and syndicated programs.,Limitations included sample size and focus on the perspectives of family members. More research is needed to identify the struggles within the family media firm and the more troubling aspects of a family company as indicated in the literature and their possible downside to both employees and family members who work for the short term or long haul in smaller, family-owned companies.,Sustainability of family-owned media organizations occurred through a balance of entrepreneurial activities and family values. Revenue flows resulted from adapting business models from selling advertising in local newspapers to providing funding and other support to local businesses gaining footholds. Market innovation, risk and community-minded solutions resulted in survival through stages of variation, selection and retention.,For family media companies to thrive, entrepreneurship and adaptability are key. Significant contributions to theory from this study indicated organizational ecology is a useful tool in analyzing the evolution of a media company through stages of variation, selection and retention. After almost 80 years of operation in the retention stage, the company started over in the variation stage with new products including radio, internet, live events and community business ventures. Timely diversification was key as media and community landscapes changed.,Unique findings indicated sustainability came through a family-oriented approach to business that carried on throughout generations: a long-term view with a commitment to family values, the promotion of entrepreneurial opportunities for family and non-family members and an external focus as media development companies on the success of local businesses and communities in which they operated.

中文翻译：

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活着：几代人在家族媒体中的企业家精神

这项研究提供了一个难得的机会，可以分析一个由小型但不断发展的家族式媒体组织的五代人组成，其中多个媒体在跨交付平台运作。本文的目的是确定有助于企业家精神和可持续发展的变量，这些变量使家族企业保持100多年不变。本研究在定性案例研究中使用组织生态学来采访五代中三代的企业家。此外，分析中还包括当前员工，家人和朋友，以及信件，卡片，发表的文章和财务数据。确定了基于组织生态学的企业家主题，包括变异，选择，保留以及价值，创新，服务和适应性。这项研究中的公司始于1904年的报纸购买和新闻服务开办。到第三代，企业家计划包括增加报纸和电视开办。在第四代和第五代中，该公司发展成为一家人称其为“媒体开发公司”的公司，其收入平台包括电子报纸，网站，广播电台，现场活动和联合节目。家庭成员的观点。如文献所示，需要进行更多的研究来确定家族媒体公司内部的挣扎以及家族公司更麻烦的方面，以及对于短期或长期在小型家庭工作的雇员和家庭成员而言，这可能会带来不利影响拥有的公司。，家族企业媒体组织的可持续性是通过企业家活动和家庭价值观的平衡实现的。收入流来自于调整商业模式，从在当地报纸上出售广告到向获得立足点的本地企业提供资金和其他支持。市场创新，风险和具有社区意识的解决方案通过变化，选择和保留的各个阶段实现生存。对于家庭媒体公司来说，要蓬勃发展，企业家精神和适应能力是关键。该研究对理论的重大贡献表明，组织生态学是通过变化，选择和保留阶段来分析媒体公司发展的有用工具。在保留阶段运作了将近80年之后，该公司开始在变更阶段开始使用新产品，包括收音机，互联网，现场活动和社区企业。随着媒体和社区格局的变化，及时的多元化是关键。独特的发现表明，可持续发展是通过世代相传的面向家庭的业务方法：对家庭价值观的长期承诺，对家庭创业机会的促进和非家族成员，以及媒体开发公司的外部关注点，即他们所经营的本地企业和社区的成功。