Gesellschafterkompetenz in Unternehmerfamilien

In der Studie „Gesellschafterkompetenz in Unternehmerfamilien – Aktuelle Trends und Entwicklungen“ (2022) analysieren Tom A. Rüsen, Ruth Orenstrat und Claudia Binz Astrachan die wachsende Bedeutung von Gesellschafterkompetenz als zentrale Voraussetzung für die langfristige Überlebensfähigkeit von Familienunternehmen. Vor dem Hintergrund struktureller Veränderungen, insbesondere der Zunahme nicht-operativ tätiger Familiengesellschafter und der Abkehr vom eigentümergeführten hin zum eigentümerkontrollierten Familienunternehmen, wird Gesellschafterkompetenz als generationenübergreifende Schlüsselkompetenz konzeptualisiert.

The study develops a differentiated competence model that encompasses four dimensions: entrepreneurial competence, owner competence, family competence, and individual competence. These are systematically described and classified in terms of their relevance to different roles within entrepreneurial families. Based on an empirical investigation of 218 entrepreneurial families from German-speaking countries, ideal concepts and lived practice of shareholder competence development (SCD) are contrasted. The results show that although the fundamental importance of SCD is widely acknowledged, its implementation is often sporadic, time-limited, and heavily dependent on the family's strategic maturity.

A central finding of the study is the close link between existing family strategy, functioning family governance, and systematic competence development. Entrepreneurial families with a formalised family strategy invest significantly more often in structured GKE (Generational Knowledge Exchange) measures. The authors derive concrete recommendations from this, such as prioritising GKE, assigning clear responsibilities within family governance, and consciously designing learning and development processes. The study thus provides both a theoretically founded classification and practical impulses for the professionalisation of entrepreneurial families.