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Ownership and Management

In the last issue, Kelin Gersick described the differences between the ‘pyramid’ view, emphasising the generational expansion of one family, and the ‘network’ view, focusing on the complex relationships among the multiple units of an extended family. Part II of this article explores the implications of that developmental model for the critical tasks of governance and continuity

I was talking recentlyto the Chairman of a financial services organisation, telling him about my interest in family business and my desire to establish a new international centre for the study of leadership in family firms at London Business School.

Family businesses have special traits that allow them to follow different, unconventional business strategies to those pursued by non-family firms – the advantages of trust within the business, ownership commitment and a longer term view all contribute to their strategic success

Senior level recruitment from ‘outside’ the family enterprise can be one the most risky yet important decisions a business has to make. Here, we discuss the issues, illustrated by some experiences from candidates, employers and a specialist recruitment agency

In the first of a two part series, Kelin Gersick explores the implications of family development in the context of family business growth, development and success. Part two will explore specific applications of the model in governance design

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