This book presents a unique collection of case studies from across the globe to create a comprehensive understanding of how family firms can respond to future disruptions. Each case contains learning notes with objectives, discussion questions and suggested readings to facilitate learner understanding and engagement with the topic. Cases on topics such as global succession and governance practices will aid strategic decision-making capabilities in family businesses and will also benefit practitioners in these areas.
Diverse in terms of generational involvement, demographic groups, cultural aspects, institutional settings and industries, the cases range from founder-led SMEs to multi-generational family conglomerates in 18 countries spanning over four continents. In addition to identifying successful practices, this book offers unconventional wisdom on the impact of family feuds, sudden death, divorce and multiple marriages on family businesses. It concludes by exposing new understandings on succession and the unique role played by rising-generation leaders in this disruptive era.
Informed by the common research paradigm of the Successful Transgenerational Entrepreneurship Practice (STEP) Project Global Consortium, this book will provide a practical learning experience for advanced students and scholars of family business, family entrepreneurship, and strategic management studies.
Arvustused
Cases are a slice of life that offer a mirror into the life and work of a family enterprise. As the world changes so deeply these cases help us understand the unique ways that families are responding to the current time of crisis and upheaval. Incredible stories!' -- Dennis Jaffe, BanyanGlobal Family Business Advisors This very impressive volume contains extraordinarily useful case studies that address key challenges that face family businesses today. The authors generously share their academic expertise and blend it with up to date stories based on real life experience from family businesses across the world. As an editor of the first STEP Project book published in 2010, I can highly recommend this book to anyone with an interest in understanding successful family enterprising. -- Mattias Nordqvist, Stockholm School of Economics, Sweden
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| About the editors |
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xv | |
| Foreword |
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xvii | |
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| Foreword |
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| About the STEP Project Global Consortium |
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xxi | |
| Acknowledgements |
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xxiii | |
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1 Family firms across the world: succession and governance in a disruptive era |
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1 | (9) |
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2 Family business case learning: how to maximize learnings from this STEP Project global casebook |
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10 | (11) |
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PART I CONFLICTS, SUDDEN DEATH AND SUCCESSION |
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3 Aborted succession: we need both succession and retirement plans |
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21 | (7) |
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4 Mending the fence before the family fell apart: succession in the Shampoo family |
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28 | (9) |
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5 The silence before the storm: intragenerational conflict for succession |
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37 | (10) |
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6 Lessons learned from being NextGen |
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47 | (8) |
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7 Florax Group: when unintended succession leads to unfulfilled promises |
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55 | (8) |
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8 Succession turnaround at the Avendorp Group: a true family tragedy |
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63 | (10) |
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PART II GOVERNANCE FOR TRANSITION PLANNING |
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9 Valuing our values: family values driving business success |
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73 | (9) |
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10 Time to hang up the boots? |
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82 | (8) |
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Maria Jesus Hernandez-Ortiz |
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Manuel Carlos Vallejo-Martos |
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11 A woman at the helm: growth and succession at Inversora Lockey C.A. |
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90 | (12) |
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PART III UNCONVENTIONAL WISDOM IN UNUSUAL TIMES |
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12 "Should I stay or should I go?": Filipe de Botton's dilemma |
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102 | (11) |
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Remedios Hernandez-Linares |
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13 Can I retire? An early successor's dilemma |
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113 | (8) |
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14 Which family prevails during divorce and succession? The Wagner Avila case |
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121 | (8) |
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15 "Chemical reaction": choosing a successor in a mosaic family |
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129 | (9) |
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16 Clease Auto: how a global pandemic allowed a family to maintain their family business legacy |
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138 | (6) |
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17 The Ricci Durand family in the COVID-19 pandemic |
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144 | (9) |
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PART IV RISING-GENERATION LEADERSHIP IN ONGOING DISRUPTIONS |
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18 Pineola Nurseries: family business succession under fire |
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153 | (8) |
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19 DC International: riding out of disruption as a third-generation successor |
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161 | (8) |
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169 | (8) |
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21 Universal Cement Corporation: doing "one thing at a time" in the crisis of multiple needs? |
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177 | (7) |
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22 Conclusion: the lessons learned |
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184 | (5) |
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| Index |
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189 | |
Edited by Jeremy Cheng, Researcher, Center for Family Business, The Chinese University of Hong Kong, Hong Kong, China, Luis Díaz-Matajira, Assistant Professor, Universidad de los Andes School of Management, Colombia, Nupur Pavan Bang, Associate Director, Thomas Schmidheiny Centre for Family Enterprise, Indian School of Business, India, Rodrigo Basco, Professor and Sheikh Saoud bin Khalid bin Khalid Al-Qassimi Chair in Family Business, American University of Sharjah, UAE, Andrea Calabrò, Professor of Family Business and Entrepreneurship, IPAG Chair for Sustainable Family Business and Entrepreneurship, Academic Director of the STEP Project Global Consortium, IPAG Business School, France, Albert E. James, Associate Professor, Rowe School of Business, Dalhousie University, Canada and Georges Samara, Assistant Professor, University of Sharjah, UAE
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