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January 1, 2008

Once a family has decided to take the plunge and professionalise their board, they face the harder challenge of selecting the ideal number and people for the job. Randel Carlock and Ludo Van der Heyden outline the steps you should take…

Randel Carlock from INSEAD is Berghmans Lhoist professor in entrepreneurial leadership and director of Wendel International Centre for Family Enterprise.
Ludo Van der Heyden is Solvay Professor of Technological Innovation.

Once a family has decided to take the plunge and professionalise their board, they face the harder challenge of selecting the ideal number and people for the job. Randel Carlock and Ludo Van der Heyden outline the steps you should take…

March 1, 2006

Just because you have a board doesn’t automatically qualify your business as a structured and well-governed operation. Andrew Keyt offers some pointers on how to ensure the board is run effectively and is the forum for discussion and decision-making it should be

Andrew Keyt is president of the US chapter of FBN International and executive director of the Loyola University Chicago Family Business Centre.

Just because you have a board doesn't automatically qualify your business as a structured and well-governed operation. Andrew Keyt offers some pointers on how to ensure the board is run effectively and is the forum for discussion and decision-making it should be

July 1, 2005

Their research on the outperformance of family firms versus their non-family counterparts in the S&P500 was revelatory – but as David Reeb and Ron Anderson explain, it also uncovered some serious governance issues and highlighted the need for outside input

David Reeb is an associate professor of finance and a Fuller research fellow at Temple University's Fox School of Business and Management Ron Anderson is a professor at American University, Washington DC

Their research on the outperformance of family firms versus their non-family counterparts in the S&P500 was revelatory – but as David Reeb and Ron Anderson explain, it also uncovered some serious governance issues and highlighted the need for outside input

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).

June 1, 2003

There is no single governance system. The key to effective governance depends on the adaptability of the roles of the owner, board and senior management, and its alignment with the stategic environment of the business

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.

There is no single governance system. The key to effective governance depends on the adaptability of the roles of the owner, board and senior management, and its alignment with the stategic environment of the business

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.

June 1, 2002

The best strategies in family companies are sound for both their business and their ownership. When boards successfully link these two realms, family businesses can often leverage significant strategic advantages over other companies

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.

The best strategies in family companies are sound for both their business and their ownership. When boards successfully link these two realms, family businesses can often leverage significant strategic advantages over other companies

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