Precis of FBR articles.
How do the personalities differ between family and nonfamily CEOs and what impact could this difference have on the performance of family businesses? In this week’s edition, Kim Schneider Malek reexamines the popular argument about family and nonfamily CEOs through her précis of “CEO Personality: A Different Perspective on the Nonfamily Versus Family CEO Debate,” an article appearing the March 2019 issue of FBR.
How can relationship conflict and socioemotional costs impact a family business owner’s subjective assessment of the firm’s value? In this week’s edition, which is a précis of “Relationship Conflict, Family Name Congruence, and Socioemotional Wealth in Family Firms,” an article appearing in the December issue of FBR, Navneet Bhatnagar explores this question and the relevant implications for practitioners.
In a rapidly evolving and increasingly competitive environment, is the need for an Entrepreneurial Orientation critical to ensuring the long-term survival of family firms? In this week’s edition, which is a précis of “Entrepreneurial Orientation and the Family Firm: Mapping the Field and Tracing a Path for Future Research,” an article appearing in the September issue of FBR, Maya Prabhu explores this question and the important implications of this research on the field.
This week’s FFI Practitioner continues the month-long series of editions relating to the theme of “Reflections.” Thank you to Ken Moores for this reflective précis, where he examines the research conducted about developing a legacy of an entrepreneurial mindset in “The Development of an Entrepreneurial Legacy: Exploring the Role of Anticipated Futures in Transgenerational Entrepreneurship,” an article that appears in the September 2018 issue of FBR.
Among the unique characteristics differentiating family enterprises from their non-family counterparts is that family-owned businesses are much more driven by nonfinancial social and emotional motivators. In this week’s edition, Kim Schneider Malek explores the research that has been conducted on socioemotional wealth through her précis of “More Than Meets the Eye: A Review and Future Directions for the Social Psychology of Socioemotional Wealth,” an article appearing the March 2018 issue of FBR.
In this week’s FFI Practitioner, we are pleased to share a compelling précis of “Nonfamily Members in Family Firms: A Review and Future Research Agenda” – an article that appears in the March 2018 issue of FBR. Thanks to Guido Corbetta of the FBR Research Applied Board for sharing an insightful review of the research’s key findings as well as discussing its practical implications for advisers in the field.
Thanks to Navneet Bhatnagar of the FBR Research Applied Board for sharing this thoughtful précis of “The Intersection of Family Firms and Institutional Contexts: A Review and Agenda for Future Research” – an article that appears in the March 2018 issue of FBR. The research article and related précis seek to refine the understanding of family firms’ unique interactions with their institutional contexts.
Thanks to Thomas Schwarz of the FBR Research Applied Board for his thoughtful précis of “Unpacking the Black Box of Family Business Advising: Insights From Psychology” – an article that appears in the March 2018 issue of FBR.
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.
As practitioners we encounter gender-related issues regularly as we help business families plan for the future ownership and leadership of their enterprises.
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?
Following on the early release of the June 2017 issue of FBR, we are pleased to present the following three précis. Thanks to the original authors and the authors of the précis for this continuing feature in The Practitioner.
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.
We all know that many family business owners have different types of goals than do the executives of non-family enterprises, especially publicly-traded corporations. In spite of this awareness, researchers have predominantly attempted to measure family firm performance by financial measures.
Family business leaders have long been exhorted to professionalize their businesses. While what this entails has yet to be precisely determined, most would concede that professionalization entails the adoption of a range of human resource systems and practices.
This week's issue of The Practitioner gives you four ways of looking at a piece of significant research: 1) the original article; 2) the précis by Frank Hoy; 3) a podcast interview with the authors and FBR assistant editor.