Lansberg and Gersick address continuity issues that face Chinese family firms. The senior generation “letting go," The junior generation “taking charge," and the creation of governance architecture and family collaboration that is responsive to global standards of accountability and transparency, while maintaining family commitment and investment.
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Research has shown that the development of family companies can fall into two, sometimes three, stages. This article discusses these stages in detail and shows how they can be useful to those in leadership roles.
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Philanthropy in family enterprises operates at the crossroads of family, business, and society. Most of the research in this area is approached from the business or the individual level; thus, we have a fragmented understanding of philanthropy in family enterprises.
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In addition to running the company, an integral part of a successful family enterprise leader’s job is tending to the needs of the family which owns the businesses, whether or not they are a family member.
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In addition to running the company, an integral part of a successful family enterprise leader’s job is tending to the needs of the family which owns the businesses, whether or not they are a family member.
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Pundits in Washington should be careful not to paint the entire world of family enterprise with the same orange brush.
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Studying the response of family enterprise systems to chronic market dysfunction and elevated risk can provide useful insights into organizational resilience and has significant implications for economic development.
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In a surprisingly high percentage of cases, the work of family business consulting includes an element of re-parenting.
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Many family businesses have a problem with recruitment into governance roles, and the family labor pool is a critical issue.
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Over the past three decades, many business families have formed a Council. The oldest Councils have started asking “What do we do now?”
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