Trust patterns in family-owned businesses are frequently catalyzed by one person. Such individuals are sometimes, but not always, family members who initiate, maintain, and help create higher trust for both the family and the organization. These Trust Catalysts often have little or no formal hierarchical authority in the business. To examine their influence on trust levels, we conducted in-depth interviews with more than 60 people from seven multigenerational companies and backed these findings with data from earlier pilot case studies. Their practices helped us to understand how trust develops, operates, and even expands within family business systems.
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