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Governance

Authors’ opinions and reflections on family governance strucutures suitable for use with various generational, cultural and industry related clients.

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.

When family businesses recruit outside executives, “A-level” candidates expect best practices within company governance and the search process.

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.

Thanks to Ken McCracken for this précis on “Perceptions of Knowledge Sharing Among Small Firm Leaders: A Structural Equation Model,” which will be appearing in the June issue of FBR.

Thanks to Luke Simmering of the Legasus Group for this slightly tongue-in-cheek addition to the family enterprise consulting lexicon!

(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?

The last in the November series on “transformation in family enterprise” focuses on the power of storytelling – and how it might not be as hard to get started with your clients as you think.

Business is all about the future. An entrepreneur takes an idea and makes it into a service or product that people will want, even need, for years to come.

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.

Kaitlin Pollard of SAGE publications and Karen Vinton, assistant editor of FBR, interview with co-author Josip Kotlar.

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.

Much as I admired Frank Perdue for his success with his family poultry business, I admired him even more for his success as a family man.