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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

Publicly-traded but very much in the family: patrimonal firms on the Paris Stock Exchange

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

It’s a good idea, every now and again, to look back in time and reflect on how far things have come or to pause and think about where things appear to be heading.

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