Authors’ opinions and reflections on family governance strucutures suitable for use with various generational, cultural and industry related clients.
Thanks to Alberto Gimeno of the FBR Research Applied Board for his thoughtful précis of “Family Constitution and Business Performance: Moderating Factors” – an article that appears in the December 2017 issue of FBR.
This week, Katherina Rosqueta, from the Center for High Impact Philanthropy at the University of Pennsylvania, explores several approaches to impact investing, an increasingly utilized strategy to align deeply held family values with their financial investment strategy.
Philanthropy is not just a “good” thing to engage in. It is also one of the most effective tools for bridging generational differences in families.
The core question of the article is clear: Is agency or stewardship governance more effective for aligning the interests of (family or nonfamily) managers with those of family owners?
Corporate scandals and financial meltdowns have led to corporate governance reforms all around the world. In addition to the rules and laws that firms have to legally comply with, several self-regulatory codes or ‘soft-laws’ have been enacted in many countries.
It’s a paradox: Some family owner groups in the third, fourth, fifth generation, and beyond, have sophisticated governance structures and a history of embracing world-class family business advisory help.
(Authors: Antonio J. Revilla, Ana Perez-Luno, and Maria Jesus Nieto) Research Applied précis prepared by Kim Schneider Malek, Family Enterprise Alliance, LLC Family firms aim to survive, thrive, and outperform the competition.
Thanks to this week’s contributors Josh Baron and Nick Di Loreto of BanyonGlobal for their article “Is Your Client’s Generational Transition Stuck?
Hong Kong has had many well-publicized family business disputes in recent years. One such dispute involves a famous roast goose restaurant in the heart of the Central District called Yung Kee.
Japan is known as a country of long-lived firms. We have almost 3,937 companies that have been in business for more than 200 years.
The authors of this study were interested in the effect of institutional transformation on family firm performance.
In this issue of The Practitioner, Kirby Rosplock from The Practitioner Editorial Committee interviews Barbara Hauser on the topic of family governance as it relates to the 2016 conference of theme of Adapt | Evolve | Transform.
If you know what will happen, it is easier to be prepared. If you don’t know, then you’ll have to adapt to whatever happens.
Two theories of organizational behavior, namely agency theory and stewardship theory, have frequently been used to explain the unique aspects of family firms.