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governance

January 1, 2004

The recent meltdown of companies such as Enron, WorldCom, and Global Crossing, generated worldwide media attention on the need to improve corporate governance.

Compiled by Joseph Astrachan (Loyola University Chicago and Kennesaw State University), Andrew Keyt (Loyola University Chicago), Suzanne Lane (Loyola University Chicago), and Kristi McMillan (Kennesaw State University).

November 1, 2003

There are fundamental differences in the assumptions and practices of family and non-family firms. While non-family firms can learn much from the ‘family business paradigm’, family firms need to be careful not to ignore the perspectives of efficient markets, asset leverage, strategic revolution, and economically driven personal leadership

John L Ward is the Co-Director of the Center for Family Enterprises at Kellogg Graduate School of Management (USA) and the Wild Group Professor of Family Business at IMD (Switzerland). He serves on the boards of four family companies in Europe and the USA.

June 1, 2003

Family businesses can learn from larger public corporations and adapt the new governance trend of independence to suit their own business needs

Luanna McGowan is the Canadian National Partner of PricewaterhouseCoopers' Centre for Entrepreneurs and Family Business. She is a lawyer and facilitator and has worked with entrepreneurs and family businesses from several industry sectors to develop succession and strategic plans.

Family businesses can learn from larger public corporations and adapt the new governance trend of independence to suit their own business needs

April 1, 2003

Family executive teams can be a great way for families to manifest their values and sustain a powerful company. But creating a balanced and well-functioning team demands continual monitoring and attention

Dennis T Jaffe, PhD is professor at Saybrook Graduate School in San Francisco, author of Working With The Ones You Love, and a founding member of the Aspen Family Business Group.

Family executive teams can be a great way for families to manifest their values and sustain a powerful company. But creating a balanced and well-functioning team demands continual monitoring and attention

January 1, 2003

In family-owned businesses, ownership is uniquely important and influential to the system of governance, where its values and vision are crucial elements in the financial success of the company

John L Ward is co-director of the Center for Family Enterprises at Kellogg School of Management (USA) and the Wild Group Professor of Family Business at IMD (Switzerland). He serves on the boards of four family companies in Europe and the US.

In family-owned businesses, ownership is uniquely important and influential to the system of governance, where its values and vision are crucial elements in the financial success of the company

January 1, 2003

Good corporate governance should extend to all areas of a family business, including its philanthropic ventures

Robert R Patterson is a member of FBN in Lausanne and is a Principal of ASC Advisory Group, Charlottesville, Virginia, USA.

Note: The article is based on several real-life cases, but names have been changed.

Good corporate governance should extend to all areas of a family business, including its philanthropic ventures

November 1, 2002

Imbedded values tend to lead the strategy selection process of family businesses. John Ward explains that if the family’s core beliefs are not compatible with the chosen strategy, the chances of success are much lower

John L Ward is the Co-Director of the Center for Family Enterprises at Kellogg Graduate School of Management (USA) and the Wild Group Professor of Family Business at IMD (Switzerland). He serves on the boards of four family companies in Europe and the USA.

Imbedded values tend to lead the strategy selection process of family businesses. John Ward explains that if the family's core beliefs are not compatible with the chosen strategy, the chances of success are much lower

November 1, 2002

Spain has moved to a pluralistic democracy, but its strong heritage of family businesses remain governed by a patriarchal system

Ivan Lansberg is an organisational psychologist specialising in complex family enterprise. He is a senior partner at Lansberg, Gersick and Associates, New Haven, CT, USA.

Spain has moved to a pluralistic democracy, but its strong heritage of family businesses remain governed by a patriarchal system

April 1, 2002

The first article of a fourpart series examines why selling the family business can be a good thing. Some families, known as ‘serial business families’, achieve a positive outcome from the sale by reinventing themselves and starting a new business together

The first article of a fourpart series examines why selling the family business can be a good thing. Some families, known as 'serial business families', achieve a positive outcome from the sale by reinventing themselves and starting a new business together

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