Abstract
This article presents the findings of an interview case study of six family foundations. The study explored the impact of family dynamics on organizational structure, grant-making procedures, board continuity, and board and staff interaction. The core finding was that developmental stage—as measured by generation, beginning with the founder—is of critical importance in understanding the operations of family foundations. The article concludes with a series of hypotheses for future research.
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References
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Davis, J. “Functions of the Family.” Unpublished scale. Owner Managed Business Institute, Santa Barbara, Calif., 1987.
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Tagiuri, R. “Functions of the Company.” Unpublished scale. Harvard University 1987.
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Whitman Institute. “Family Foundations at Work.” Proposal prepared by the Whitman Institute, San Francisco, 1989.