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Governance

Many multi-generational family firms make up the French economy. They demonstrate resilience and renewal in hardship, good family organisation and, for some, acceptance of in-laws in top roles

In this issue’s guest editorial, Carol S Pearson discusses the role archetypal branding can play in the success of a company and how family businesses are particulary suited to it

In the last issue, Kelin Gersick described the differences between the ‘pyramid’ view, emphasising the generational expansion of one family, and the ‘network’ view, focusing on the complex relationships among the multiple units of an extended family. Part II of this article explores the implications of that developmental model for the critical tasks of governance and continuity

I was talking recentlyto the Chairman of a financial services organisation, telling him about my interest in family business and my desire to establish a new international centre for the study of leadership in family firms at London Business School.

Family businesses have special traits that allow them to follow different, unconventional business strategies to those pursued by non-family firms – the advantages of trust within the business, ownership commitment and a longer term view all contribute to their strategic success

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