The founder's legacy: Hangover or inheritance?

The legacy of organizational founders is a comparatively under-studied topi c Through two in-depth case studies, this article explores the factors whic h influence whether founding strategic visions, objectives or decisions inf luence present-day strategic choice. Furthermore, the study identifies and explores a number of factors which influence whether a strategic legacy is categorized as either an inheritance or a hangover. The article begins with an overview of existing research into the role of the founder, commitment and strategic inertia, which suggests that additional research is required to clarify the legacy of company founders. After a review of the research d esign and methodology adopted for the study the findings of two case studie s are presented. The findings suggest that the initial establishment of a s trong organizational culture, continuing perceptions of success as well as successive family control all contribute to an adherence to the founding st rategy, mission or objectives. In addition, the study indicates that the fl exibility of the original strategy and environmental issues impact on the e xtent to which the strategic legacy is classified as an inheritance or a ha ngover. The article culminates in a series of conclusions and implications.