Myth and Reality: Why are family firms considered less innovative?
Family firms are usually considered more conservative, averse to taking risks and hardly innovative, as compared to non-family firms.
An Interview with Mitzi Perdue
Thanks to FFI Fellow Paul Karofsky for this week’s blog, highlighting some key elements of his interview with Mitzi Perdue, whose life and career have spanned two major family businesses. Mitzi Perdue understands the world of family enterprise on two levels. First, as the daughter of Ernest Henderson, co-founder of the Sheraton Hotel chain, and second, from her 17 year marriage to the late chicken icon, Frank Perdue. As the only daughter of Ernest Henderson, Mitzi was never considered for a role in Sheraton Hotels. Nor did she consider one for herself.
An Interview with Beau Lotto on “Seeing Differently”
This week’s issue features an interview with the distinguished neuroscientist Beau Lotto, who will present the opening keynote presentation at the 2015 FFI annual global conference.
Myth or Reality: The glass ceiling – intact, cracked or shattered?
Thanks to new FFI Fellow Sofie Lerut for her article Myth or Reality: The glass ceiling – intact, cracked or shattered?. Myth or Reality: The glass ceiling – intact, cracked or shattered? Some facts.
Family Business Role Models: Understanding role complexity
There are a number of ways in which family businesses differ from their non-family counterparts. One differentiating way lies in the overlapping roles family members often play in the family business.
Competition: Then and now
This week’s blog deals with competition – but not with the competitors you might imagine! The Practitioner loves competition! And even if you’re not a fan of sports, it’s hard to avoid the topic right now.
Inside Out: Rethinking estate planning for family businesses
A perennial topic from a new perspective. Read Roy P. Kozupsky’s (Smith, Gambrell & Russell, LLP,) and Amy Renkert-Thomas’ (Withers Consulting Group) blog “Inside Out: Rethinking estate planning for family businesses”.
Mentoring Across Family-Owned Businesses
This issue concludes a three-week series of précis on the five articles in the September issue of FBR. Thanks to Ivan Lansberg for this thoughtful piece on “Mentoring Across Family-Owned Businesses”.
Research Applied: FBR Précis for the Practitioner
Continuing our Research Applied précis for the September issue of FBR. Go here for Ken Moores précis on Linking Bonding and Bridging Ownership Social Capital in Private Firms: Moderating Effects of ownership-management overlap and family firm identity.
Linking Bonding and Bridging Ownership Social Capital in Private Firms: Moderating effects of ownership-management overlap and family firm identity
The family effect is generally regarded as the differentiating factor between family and non-family firms.
Is Diversity Management Related to Financial Performance in Family Firms?
Compelled by regulatory and market forces, organizations are adopting measures for increased diversity in the workforce, top management teams and boards of directors.
Research Applied: FBR Précis for the Practitioner
Two provocative articles on internal and external advisors to family enterprises.
Which Type of Advisors Do Family Businesses Trust Most? An exploratory application of socioemotional selectivity
Can a theory from the field of psychology help build our understanding of family business leaders’ decision making and, in particular, in their choice of advisors?
All in the Family? An exploratory study of family member advisors and firm performance
Research Applied précis prepared by Thomas V. Schwarz, Babson College & Black Forest, LLC Almost all firms use advisors of some type.
Challenging Myths with a Group Reality Experience: Facilitating family enterprise members learning in forum groups
Facilitating more than 120 meetings over seven years with family enterprise members in forum groups has given me a rare and privileged opportunity to see family business myths discussed, challenged, and role-played.
Thoughts on the Myths and Realities of Structure: An advisor’s experience over time
Twelve people hungry for change are gathered in a room, even though they have strong reservations that anything can change.
Myths and Utopias for a Never-Ending Project: An interview with Jaume Tomás Carulla
“I am an entrepreneur, because I don’t know how to do anything else,” is one of the phrases from the interview that might help to define Jaume Tomás Carulla’s versatile nature.
The Myth of Working with the Family System
Myth: The consulting focus should be on the entire family system only. Reality: Focusing on the individual earlier in the consulting process may help bring needed change.
Myths, Realities And The Family Office CFOs’ Leap Of Faith
Not many choose to be a professor, tax partner or an entrepreneur in their school essays querying aspirations.
Next Generation Leadership: Learning from the past and preparing for the future
When I was young, I waited every morning with great anticipation for my Dad to take me to Grandpa’s farm. We would spend long days caring for animals and working in the fields.