Heli Valtonen

Quantitative methods in business history: An impossible equation?

Abstract In this article we want to evaluate how often quantitative tools and methods were utilized in the two premier journals in business history in the 1990s. Thus we tap into an important methodological discussion among the post-Chandlerian business historians. We found that simpler quantitative tools were employed quite often, but not necessarily going much beyond that.Also, it became apparent that the most cited business history articles were often written by scholars coming from‘outside’ the fluid disciplinary core of business history field.The analyses performed in the article revealed that the level of quantification seemed to have either no discernible impact (Business History Review) or even a negative impact (Business History).

Let the best story win : evaluation of the most cited business history articles

Abstract Faced with intensifying competition for scientific impact measured in terms of citation counts, small disciplines are challenged to prove their importance as they lack the critical mass to accumulate large numbers of citations. This paper demonstrates that by emphasizing theoretical and methodological rigor even small disciplines such as business history can be competitive. Yet it still appears that readers of business history articles first and foremost seek interesting and useful subject matter, i.e. ‘best’ stories that can be used as background information and as tools in comparisons. However, articles advancing theory and methodology have increasingly gained interest and citations from other business historians as well as from scholars in related disciplines. Thus, business history scholarship using a sound theoretical framework to analyze relevant cases score more citations both inside and outside the field, leading to fruitful debates that serve to enhance the discipline.

In search of family business continuity: the case of transgenerational family entrepreneurship

This qualitative case study analyses continuity of transgenerational entrepreneurship in the family business. Transgenerational entrepreneurship is based on multigenerational, and in this particular firm, on the founder and next generation, business activities in the same family business. Methodologically, the data was collected by interviewing members of two generations of Imagon Ltd.; the founder, and his sons. Imagon Ltd. shows signs of transgenerational continuity. It did not start off that way in the founders mind; his desire was just to work for himself and fulfil his own visions. It was only much later that the prospect of defining his company as a family business entered the picture during which time the succession process started naturally. The potential constraint for transgenerational value creation is the possible loss of next generation interest and therefore having no one to take over at that time.