Families increasingly use entrepreneurship funds to finance and benefit from new ideas among members.
Research has shown that the development of family companies can fall into two, sometimes three, stages.
Studying the response of family enterprise systems to chronic market dysfunction and elevated risk can provide useful insights into organizational resilience.
As the economy improves, middle market executives can move past risk-aversion and focus on growth.
Only if they deliver services that provide comprehensive solutions.
The transfer of ownership is one of the most significant events in the life of a family business.
Future leaders, particularly in family businesses, must jump through four kinds of hoops to earn the respect—and then the support—of stakeholders.
What’s a new CEO’s biggest headache? Hint: It isn’t employees, suppliers or competitors.
How do you decide to sell a business that has been in the same family for three generations.
You’ve reached mid-life. Doubts arise about your commitment to the business. Five key questions will help you clarify your career goals.