{"product_id":"family-business-management-9781032226019","title":"Family Business Management","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cp\u003e\u003cem\u003eFamily Business Management\u003c\/em\u003e provides an accessible overview of the core aspects of family business, with an international, practice-based perspective.\u003c\/p\u003e\u003cp\u003eStructured in four parts, the book covers key topics such as family firm goals, conflict management, human resources, strategy, financial management, family and business governance, and succession planning. A wide variety of cases and examples are used throughout the book to highlight cultural and institutional differences between family businesses in contrasting contexts. Each chapter offers a detailed case study and boxed examples, illustrating real-life family business situations and stimulating students' critical thinking and decision-making. Readers are further supported by learning objectives, discussion questions, and further reading suggestions. Digital supplements for instructors include lecture slides, a test bank, and additional case studies.\u003c\/p\u003e\u003cp\u003eThis textbook is an ideal companion for family business course\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTrade Review\u003c\/b\u003e\u003cbr\u003e\u003c\/p\u003e\u003cp\u003e\"This is a relevant and timely book that deals with the complex dynamics of family businesses. It showcases an in-depth intellectual analysis of family business insights alongside a comprehensive collection of cases, examples and questions that stimulate discussion and debate. It is a must read for anyone interested to understand more about how family firms function, why they matter and what makes them unique worldwide.\" \u003c\/p\u003e\u003cp\u003e\u003cstrong\u003eDr. Allan Discua Cruz\u003c\/strong\u003e,\u003cem\u003e Director, Centre for Family Business, Lancaster University, UK\u003c\/em\u003e\u003c\/p\u003e\u003cp\u003e\"\u003cem\u003eFamily Business Management\u003c\/em\u003e is an essential book that provides a rare insight into the dynamics of family businesses in the Arab Gulf region and beyond. A significant part of the material is dedicated to fundamental matters, such as succession planning, that are often overlooked in the Arab Gulf region. As family businesses continue to gain prominence in local and regional economies, this book offers business family members, economists, and academics a clearer guide to understand these important institutions.\"\u003c\/p\u003e\u003cp\u003e\u003cstrong\u003eSultan Sooud Al Qassemi\u003c\/strong\u003e, \u003cem\u003eLecturer, Bard College Berlin and Fellow at Wissenschaftskolleg zu Berlin – Institute for Advanced Study\u003c\/em\u003e\u003c\/p\u003e\u003cp\u003e\"Being a third-generation family business executive, I have benefited from Prof. Dr. Rodrigo Basco’s advice on numerous occasions regarding succession, governance, and conflict management. I believe this book will help different generations of family members navigate their unique journeys and reflect on the most important issues, such as governance, succession planning, and family transparency, among others.\"\u003c\/p\u003e\u003cp\u003e\u003cstrong\u003eSaud Majid AlQasimi\u003c\/strong\u003e, \u003cem\u003eCEO, Al Saud Co.\u003c\/em\u003e\u003c\/p\u003e\u003cp\u003e\"A world-renowned scholar coming from a family business background, Rodrigo Basco curates a thoughtful journey to greatly inspire family business leaders, practitioners, and all other learners. Gradually moving from managing family dynamics to governance and succession, the text demystifies complexities of family businesses and offers critical and actionable insights into planning and strategizing for families in transition. The global selection of real cases, coupled with carefully themed discussions and learning activities, is of enormous benefit to the family business community. This text has my highest recommendation.\"\u003c\/p\u003e\u003cp\u003e\u003cstrong\u003eJeremy Cheng\u003c\/strong\u003e\u003cem\u003e, Researcher, The Chinese University of Hong Kong; Founder, GEN + Family Business Advisory \u0026amp; Research, Hong Kong SAR\u003c\/em\u003e\u003c\/p\u003e\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003cp\u003eContents\u003c\/p\u003e\u003cp\u003ePreface\u003c\/p\u003e\u003cp\u003ePart I _ Introduction to family business\u003c\/p\u003e\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eChapter 1 _ Approaching the concept of family business\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eIntroduction \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eFamily business definition\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eType of family businesses\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eFamily-first family firms\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eBusiness-first firms\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eFamily business\u003ci\u003e–\u003c\/i\u003efirst family firms\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eImmature family firms\u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eThe importance of studying family business governance and management \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional activities and reading material \u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom discussion questions\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional readings \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom activity \u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis I: Birla—An entrepreneurial family\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis II: Chick-fil-A—A family serving quality and tradition\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase study: Wal-Mart\u003c\/li\u003e\n\u003c\/ol\u003e \u003cb\u003e \u003c\/b\u003e\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eChapter 2 _ Family business dynamics: Individual needs, goals, expectations, and emotions\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eIntroduction \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eThe three-circle model\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eRoles\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eGoals\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003ePsychological needs \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eExpectations \u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eThe evolutionary perspective of the three-circle model\u003c\/li\u003e\n\u003cli\u003eEmotions in the family business \u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eEmotions in family business across contexts\u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional activities and reading material \u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom discussion questions \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional readings \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom activity \u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis I: Pritzker family across generations\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis II: The Henriquez Group\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase Study: Estee Lauder Companies\u003c\/li\u003e\n\u003c\/ol\u003e \u003cb\u003e \u003c\/b\u003e\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eChapter 3 _ Interpersonal relationships and communication in family businesses\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eIntroduction \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eInterpersonal relationships in the family entity\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCouple relationships and family business \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eSibling relationships and family business\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eParent–child relationships and family business \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eIn-law relationships and family business \u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eFamily communication \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eFamily genogram \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional activities and reading material\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom discussion questions \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional readings \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom activity \u003c\/li\u003e\n\u003c\/ol\u003e \u003c\/li\u003e\n\u003c\/ol\u003e \u003c\/li\u003e\n\u003c\/ol\u003e\u003col\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis I: Case for analysis I: Dassler brothers\u003c\/li\u003e\n\u003cli\u003eCase for analysis II: The co-preneurs Mr. \u0026amp; Mrs. Hartz\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase Study: British royal family\u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e\u003cstrong\u003ePart II _ Management in family business\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003eChapter 4 _ Conflict, conflict management, and communication\u003c\/strong\u003e\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eIntroduction \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eDefinition of conflicts in family businesses\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eThe conflict process in family businesses\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eSources of conflicts in family business \u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eConflict and context\u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eTypes of family business conflicts \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eConflict management \u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eConflict-resolution techniques \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eConflict-stimulation techniques \u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional activities and reading material\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom discussion questions\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional readings \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom activity \u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis I: The team is broken!\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis II: Steinberg family business\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase Study: The fate of Gucci\u003c\/li\u003e\n\u003c\/ol\u003e \u003cb\u003e \u003c\/b\u003e\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eChapter 5 _ Human resource management in family businesses\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eIntroduction\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eNepotism \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eHuman resource approach \u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eOrigins of asymmetric treatment \u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eJustice\/fairness\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eLevels of justice\u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eDysfunctional behavior \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional activities and reading material\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom discussion questions\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional readings\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom activity \u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis I: What a mistake!\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis II: Embracing nepotism\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase Study: It is just a scandal or the scandal\u003c\/li\u003e\n\u003c\/ol\u003e \u003cb\u003e \u003c\/b\u003e\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eChapter 6_Strategic and financial management in family businesses\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eIntroduction \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eFamily business goals\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eFamily business goals as reference points \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eSocioemotional wealth as an endowment effect \u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eStrategic and financial behavior\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eStrategic management in family business \u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eMarket domain \u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eInternal competitive advantages\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eExternal competitive advantages\u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eNonmarket domain \u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCombination of market and nonmarket domains as a determinant of performance and survival \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional activities and reading material\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom discussion questions\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional readings\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom activity\u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis I: ALDI and the power of family ties\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis II: Feetures case study\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase study: An upside down strategy for LEGO\u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e\u003cstrong\u003ePart\u003c\/strong\u003e\u003cstrong\u003e III _ Governance in family business\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003eChapter 7 _ Ownership governance in family business\u003c\/strong\u003e\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eIntroduction\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCorporate governance in family businesses \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eOwnership structure and governance \u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eType of owners\u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eOwnership assembly or shareholder meeting \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eShareholder agreement \u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eBenefits of shareholder agreements\u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eEvolutionary approach to ownership governance\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional activities and reading material\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom discussion questions\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional readings\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom activity\u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis I: The united family behind LEGO\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis II: H51\u003ci\u003e—\u003c\/i\u003eThe mission to preserve the Hermès family identity\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase Study: \"The Factory\" of the human misery\u003c\/li\u003e\n\u003c\/ol\u003e \u003cb\u003e \u003c\/b\u003e\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eChapter 8 _ Business governance in family business\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eIntroduction \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eBoard of directors\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eBoard of directors’ tasks\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eTypes of boards of directors \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eBoard of directors composition \u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eThe evolution of the board across the lifecycle of the family business\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eBoard of director practicalities\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eNumber of board members \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eRecruiting board members \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eRegulation of the board of directors \u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional activities and reading material\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom discussion\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional readings\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom activity\u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis I: Al-Wadi Group—Corporate governance\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis II: Volkswagen scandal and boardroom politics\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase study: In between the board of directors and family shareholders\u003c\/li\u003e\n\u003c\/ol\u003e \u003cb\u003e \u003c\/b\u003e\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eChapter 9 _ Family governance in family business\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eIntroduction \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eTypes of family cohesion \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eFamily leader—Chief family officer\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eFamily governance viewed across an evolutionary perspective \u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eFamily meetings\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eFamily assembly \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eFamily council \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eFamily policies \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eFamily wealth governance \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eFamily chapter or constitution \u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional activities and reading material\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom discussion questions\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional readings\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom activity\u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis I: The family organization behind Al Handal International Group (HIG)\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis II: Merck—A family transcending generations\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase study: Al Saud Company and the first serious crisis\u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e\u003cstrong\u003ePart \u003c\/strong\u003e\u003cstrong\u003eIV _ Succession in family business\u003c\/strong\u003e\u003c\/p\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003e\u003cstrong\u003eChapter 10 _ Ownership, governance, and management succession\u003c\/strong\u003e\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eIntroduction \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eSuccession of what?\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eTypes of succession in family business\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eExit strategy (from a family business to a nonfamily business)\u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eComplexity in family business succession\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eBarriers to intra-family management succession\u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eSuccession process perspective\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional activities and reading material\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom discussion questions\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional readings\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom activity\u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis I: The global pasta—Barilla\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis II: Succession to succeed in the Middle East\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase study: How far can U-Haul go from here?\u003c\/li\u003e\n\u003c\/ol\u003e \u003cb\u003e \u003c\/b\u003e\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eChapter 11 _ The incumbent generation in family business succession\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eIntroduction \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eSenior generations across time\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eFounder generation\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eSecond generation \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eThird and further generations \u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eSuccession strategies \u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eKeep relying on informal mechanisms to address succession \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eFormalize corporate governance to address succession\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003ePruning the family ownership tree \u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003ePlan the succession process \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eType of incumbent based on their retirement styles\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003ePassive family members \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eTransgenerational value creation \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional activities and reading material\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom discussion questions\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional readings\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom activity\u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis I: Holly in her father’s shoes\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis II: What’s next? Retirement\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase study: Can I stay a bit more with all of you? Group Olive Mendoza\u003c\/li\u003e\n\u003c\/ol\u003e \u003cb\u003e \u003c\/b\u003e\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eChapter 12 _ The next generation in family business succession\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eIntroduction\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eThe Disney effect in family business succession \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eManagerial succession\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eSuccessor intentions\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eParent–child relationships\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eSuccessor career-path intentions\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eSuccessor commitment \u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eSuccessor entry and career paths \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eModel of change in family business succession \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eNext-generation ownership succession \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eNext-generation governance succession \u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional activities and reading material\u003c\/li\u003e\n\u003cli\u003e\n\u003col\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom discussion questions\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eAdditional readings\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eClassroom activity\u003c\/li\u003e\n\u003c\/ol\u003e \u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis I: Succession in the luxury house of Zegna\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase for analysis II: The succession race at LVMH\u003c\/li\u003e\n\u003cli\u003e\n\u003cp\u003e \u003c\/p\u003e \u003c\/li\u003e\n\u003cli\u003eCase study: Al Saud Company managing changes from the second generation to the third\u003c\/li\u003e\n\u003c\/ol\u003e \u003c\/li\u003e\n\u003c\/ol\u003e","brand":"Taylor \u0026 Francis Ltd","offers":[{"title":"Default Title","offer_id":51018911580503,"sku":"9781032226019","price":45.99,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9781032226019.jpg?v=1750778630","url":"https:\/\/bookcurl.com\/products\/family-business-management-9781032226019","provider":"Book Curl","version":"1.0","type":"link"}