The Seattle Times Company has been family-owned and operated for over 100 years. From the original founder Alden Blethen to his great-grandson Frank Blethen, the family has retained majority control of the newspaper to the present day. This Harvard Business School case details the long family history that ends with the fifth generation or "fifth edition" and explains how family ownership, journalistic excellence, commitment to community and core values ​​evolved. added to the success of recent years. In this case, Frank Blethen, publisher and CEO of the Seattle Times, is celebrating a successful transition from an afternoon to a morning publication. Where other newspapers have failed to adapt to changing lifestyles and trends, The Seattle Times has thrived. The successful transition is due in large part to the company's private, independent ownership and Frank's unique leadership. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get the original essay Frank and the rest of the Blethen family take pride in the fact that the Seattle Times Company is a family business. In fact, they are determined to eventually gain 100% control of the company. And the powers and flexibility that come with family ownership are certainly a big reason the Seattle Times has succeeded where other metropolitan newspapers have failed. This family business has other advantages. Unlike media giants, The Seattle Times cares about quality journalism and editorial content. The newspaper remains connected to the interests and needs of its readers, not those of distant investors and conglomerates. Last but not least, I believe, the Blethens provide a healthy work environment (although this has not always been the case, especially at the start of the fourth generation). Employees of the Seattle Times Company feel a sense of trust in the Blethens. And although the Seattle Times Company was unable to offer stock options, it did offer many benefits to its employees. The company built a day care center in 1987, continually increased diversity and helped workers transition to a morning shift. Frank Blethen's leadership and emphasis on family ownership produced much success for the Seattle Times Company. Likewise, it created certain barriers. When Frank expresses concern for the future of his company at the end of the affair, he asks a number of thought-provoking questions (pp. 16-17). The majority can be boiled down to whether or not the company will be profitable enough to grow and whether or not it will be able to maintain employee satisfaction. Frank believes that the Seattle Times Company can either remain a private company while continuing to practice its core values, or go public to become a media giant and sacrifice its family mentality for big profit margins. What Frank doesn't see is that he can compromise to get the best of both worlds. After all, Google, Bain and Company, Twitter and LinkedIn are ranked among the best in the world for excellent employee satisfaction and none are family businesses. In fact, some are giants, even leaders in their respective industries. Keep in mind: this is just a sample. Get a personalized article from our expert writers now. Get a Custom Essay Should the Seattle Times Company Remain a Small, Privately Held Company and Continue to Be Unable to Offer Their Employees Stock Options..