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Governance

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

January 1, 2003

Family wealth brings with it responsibility and children should be comfortable with financial issues from the most basic to the most sophisticated. To this end, an increasing number of family offices are focusing on the need to educate younger family members in the care and management of the family fortune

Ian Youngman is a freelance writer based in
the UK.

Family wealth brings with it responsibility and children should be comfortable with financial issues from the most basic to the most sophisticated. To this end, an increasing number of family offices are focusing on the need to educate younger family members in the care and management of the family fortune

January 1, 2003

Many next generation people face the tough decision of whether to join or stay in the family business – and the FBN conference addressed ways of approaching this dilemma

Barbara Murray is Consultant Editor of Families in Business magazine.

Many next generation people face the tough decision of whether to join or stay in the family business – and the FBN conference addressed ways of approaching this dilemma

January 1, 2003

The FBN conference presented many opportunities for delegates to learn about issues affecting family businesses

Sabine Klein is a Research Fellow at INSEAD Fontainebleau, teaching family business at the University of Trier, and an associate with The Family Business Consulting Group, Marietta, GA, USA.

Justin Craig is a Postgraduate Research Fellow in the Department of Entrepreneurship and Family Business and an Associate of the Australian Centre for Family Business at Bond University in Australia.

Ken Moores is the founding and current Research Director of the Australian Centre for Family Business, Bond University, Australia.

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

Certain family values can become the driving force behind a family business’s success and in Spain it has been proved that they are essential to the survival of a business

Kristin Cappuyns is Research Associate of the Family Business Chair at IESE, International Business School, Barcelona, Spain. She is also an Executive Board Member of IFERA, the International Family Enterprise Research Academy.

Certain family values can become the driving force behind a family business's success and in Spain it has been proved that they are essential to the survival of a business

November 1, 2002

In the first of a two-part series on preparing the next generation for a career in the family business, Miguel A Gallo explains why the role of education is so critical for a future career in the family business

Miguel A Gallo is a Professor at IESE Business School, Barcelona, Spain.

In the first of a two-part series on preparing the next generation for a career in the family business, Miguel A Gallo explains why the role of education is so critical for a future career in the family business

The statement that "the family business is different" has become something of a cliché, but that does not stop it from being a truth that impacts almost all strategic management activities in these types of companies.

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

November 1, 2002

Family businesses must look to the future if they are to survive and the new generation in Spain is being given its chance

Francisco Valera is an associate of Lansberg, Gersick & Associates, a family business research and consultancy group.

Family businesses must look to the future if they are to survive and the new generation in Spain is being given its chance

This article is based on more than seven years' experience with young people from the next generation of family businesses in Spain and clearly conveys a message, from Spain's next generation of leaders and owners, of hope and enthusiasm about the continuity of their family businesses in Spain.

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