Topics of Family Business Governance: Insights on Structures, Strategies, and Executives
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing AG
2020
|
| Schriftenreihe: | Management for Professionals Ser
|
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (154 Seiten) |
| ISBN: | 9783030580193 |
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| 505 | 8 | |a Intro -- Preface -- Contents -- About the Authors -- Part I: The Design of Boards for Comprehensive Tasks and Efficient Processes -- Introduction -- Exploring the Topics of Governance -- Bibliography -- Modules and Tasks of Governance -- 1 The Relevance -- 2 Statutory Rights and Obligations for Processes Which Are Based on Law or Shareholder Agreements -- 3 Monitoring the Activities of the Leadership and the Development of the Company -- 3.1 Monitoring as the Right to Ask for Reports -- 3.2 Monitoring the Situation the Company Is in and Its Development -- 3.3 Monitoring the Compliance -- 3.4 Monitoring the Performance of the Management and Evaluating the Fit Between Person and Task -- 3.5 Monitoring Leads to Structuring the Processes of the Ones Who Report -- 4 Directing the Management -- 4.1 Outright Instruction -- 4.2 Authority to Approve or Reject Proposed Decisions -- 4.3 Conflict Resolution in Case of Disagreements Among the Direct Reports -- 5 The Instruments of Indirect Leadership -- 5.1 Self-Steering -- 5.2 Cooperative Opinion-Forming -- 5.3 Context-Based Steering -- 5.4 The Competence-Based Versus the Authority-Based Governance Functions -- 5.5 Advisory -- Bibliography -- One-Tier and Two-Tier Boards -- 1 The Relevance -- 2 The Basic Design -- 3 Some of the Arguments -- 4 Atmosphere -- Bibliography -- Design Parameters of a Board for Family Enterprises -- 1 Variety of Basic Designs -- 2 A Checklist -- Bibliography -- Governance for the Lone Founder -- 1 The Relevance -- 2 The Need -- 3 The Implementation -- 4 The Role of the Chairman -- Bibliography -- Agenda Setting: Clarifying the Strategic Situation and the Challenges -- 1 The Relevance -- 2 Timeframe -- 3 Categories of Agenda Items -- 4 Overview of Events Since the Last Session -- 5 General Review of All Important Topics: Not Only the Urgent Ones -- 6 Emphasizing the Urgent Needs Too | |
| 505 | 8 | |a Bibliography -- Monitoring: We Need Meaningful Data -- 1 The Relevance -- 2 Too Much and Too Detailed Data Without Verbal Explanation -- 3 Focus Primarily on Budget Comparisons -- 4 Unconsolidated Data -- 5 Changing the Organization Structure or the Business Year or any Similar Basic Structure -- 6 Intransparent Accruals and Intra-Year Adjustments -- 7 Insufficient Time Frames -- 8 Too Much Focus on Effects Only and Neglecting the Causes -- 9 Too Much Focus on the Average and Neglecting the Span of Deviations from Average -- 10 Too Much Focus on Costs and Neglecting the Price Quality -- 11 Not Drilling Down to the Details but Revealing the Essentials -- Bibliography -- The Difficult Task of Advising -- 1 The Task of Advising -- 2 The Advisory Role of a Board -- 3 The Importance of Advice -- 4 Advising Implies Searching for Solutions -- 5 Some Prerequisites for Successful Advising -- 5.1 Curiosity -- 5.2 Competence -- 5.3 Independence Without Prejudice -- 5.4 Competence in Communication -- 5.5 Time for Reflection -- 6 From Deliberation to Resolution -- 7 Consulting as an Integral Part Between Supervision and Control -- Bibliography -- To Create a Sense of Urgency -- 1 The Relevance -- 2 The Problem -- 3 Tools for Setting Priorities -- 4 Good Times as Warning Signal -- Bibliography -- The Board's Key Role During a Crisis: Such as COVID-19 -- 1 The Challenge -- 2 First Things First: Setting the Frame -- 2.1 Duration and Extent -- 2.2 Business Model -- 2.3 Stakeholder Philosophy -- 3 Ensuring Sufficient and Effective Processes -- 4 Monitoring and Driving Progress -- 5 Communication -- 6 Worth Remembering -- 6.1 Check Your Biases -- 6.2 Encourage Candor -- 6.3 Consider a Full Stop -- 6.4 Be Encouraging -- Bibliography -- Part II: The Board's Discussions on Topics of Family Enterprises' Strategies -- The Key Issues of the Family Enterprise's Strategy | |
| 505 | 8 | |a 1 The Key Question -- 2 Are We Up to Driving the Strategic Development of a Company Forward? -- 3 What Is Our Business Model, Which Are the Profit Sources, and What Do the Financial Implications Look Like? -- 4 What Is the Significance of Volume? -- 5 What Could Lead to the Ruin of the Business Model? -- 6 Which Other Threats Must Be Avoided at All Cost? -- 7 What Kind of Financial Structure Does the Company Need? -- 8 How Much Must the Company Earn? -- 9 How Much of the Profit Can Be Distributed? -- 10 How Much and Where Does the Company Need to Seek Growth? -- 11 How Is the Dilemma Between Dynamic Development and Stability Solved? -- 12 Which Transcending Business Interests Do Shareholders Hold and How Can They Be Taken into Account? -- 13 Standards Can Be Developed for Many Strategic Issues -- 14 Strategy Work Requires Ongoing Communication -- Further Reading -- Profits as the Basis of Strategy -- 1 A Mandatory Agenda Point -- 2 A Key Maxime: Profit by Avoiding Losses -- 3 Profits Are Results, Find Out the Causes -- 4 Profits Through Good Prices -- 5 Profits Through Continuous Productivity Improvement -- 6 Assessing the Viable Range of Profitability -- 7 Assessing the Required Level of Profitability -- 8 Deploy Extraordinary Profits -- Bibliography -- Investments Strategy for Stability and Development -- 1 The All-Time Relevance -- 2 Phase-Specific Strategies -- 2.1 Investment Strategy in the Early Phase -- 2.2 Investment Strategy During Steady Development -- 2.3 Investment Strategy for Continued Growth -- 2.4 Investment Strategy During Recession -- 2.5 Investment Strategy in Stagnating Industries -- 3 Conclusion -- Innovation Strategy for Renewal and Growth -- 1 The Relevance -- 2 The Steps in Governance of Innovation -- 2.1 First Step: Agenda-Setting -- 2.2 Second Step: Reviewing the Situation and Monitoring the Development | |
| 505 | 8 | |a 2.3 Third Step: Forming an Encouraging Policy Regarding the Innovation Work -- 2.4 Fourth Step: Sharing Real-Life Experiences -- 2.5 Fifth Step: Pruning the Portfolio -- 2.6 Sixth Step: If Nothing Needs to Be Changed, Start an Innovation Project Anyway -- Bibliography -- Patterns of Family Enterprise's Growth -- 1 The Phenomenon -- 2 The Rare No-Growth-Requirement -- 3 An Upper Growth Limit After the First Generation -- 4 A Lower Growth Limit -- 5 Four Factors Are Essential for Supporting Sustainable Growth -- 5.1 Need -- 5.2 Options -- 5.3 Capabilities -- 5.4 Willingness -- 6 From Enterprise to Entrepreneurship: Reintegrating Entrepreneurship -- Bibliography -- Avoiding Unacceptable Risks -- 1 The Relevance -- 2 The Continuous Deterioration -- 3 The Big Mistake -- 4 The Accidents -- Bibliography -- Compliance and Environmental Protection: CSR in Family Enterprises -- Recession Management for Coping with Economic Cycles -- Bibliography -- Fighting Financial Squeeze -- The Trade-Offs of Mergers and Acquisitions -- 1 The Relevance -- 2 Profitability -- 3 Financial Affordability -- 4 Trade-Offs and Risks -- 5 The Summary -- Bibliography -- The Trade-Offs of Going Public of Family Enterprises -- 1 The Relevance -- 2 Trade-Off Between ''Independence'' and ''Motives for External Financing'' -- 3 The Motives for Going Public -- Bibliography -- Profit Distribution Policy in Family Enterprises -- 1 The Relevance -- 2 Distributable Return of Financial Investments -- 3 Impact Factors on Distribution Policy -- 4 Summary: Simple Rules as a Guideline -- Bibliography -- Part III: The Development of Professional Owners and Capable Executives in Family Enterprises -- Developing Responsible Owners in Family Business -- 1 The Relevance -- 2 The Responsibilities and Professionalism of Family Shareholders -- 2.1 Educational Milestones -- 2.2 Developing Self-Esteem | |
| 505 | 8 | |a 2.3 Shared Values and Family Culture -- 2.4 Specific Training -- 3 Conclusion -- Bibliography -- Development of Executives in Family Enterprises -- 1 The Relevance -- 2 The Elements of a Comprehensive Succession Plan -- 2.1 Planning Scenarios -- 2.2 Defining and Anticipating the Need to Fill Key Positions (Pull Principle) -- 2.3 Identifying Candidates and Their Development Needs (Push Principle) -- 2.4 Developing Future Executives -- 3 Summary -- Bibliography -- Challenges and Benefits of Sibling-Consortium in Management of Family Enterprises -- 1 The Basic Patterns in Historical Development -- 2 The Argument in Favor of a Sibling-Consortium -- Preparation for Succession in Family Enterprises -- 1 The Relevance -- 2 Mandatory Requirement: Passion for the Business -- 3 Crucial Learnings -- 4 Learning to Work -- 5 Learning to Lead -- 6 Learning ''Size'' -- 7 Learning to Take Responsibility -- 8 Learning ''Foreign Countries'' -- 9 Learning the Trade -- 10 Learning About the Style and the Stakeholders -- 11 Not ''Coming Home Too Early'' -- 12 Personality -- 13 A Mentor -- 14 Conclusion: Clarity About Timing -- The Challenges and Benefits of Non-family Management in Family Enterprises -- 1 The Relevance -- 2 The Prerequisites -- 3 Professionalism -- 4 The Benefits of Governance for the Executive and the Owners -- Professional Executive Search for Family Enterprises -- Bibliography -- The Trade-Offs of Incentive Programs in Family Enterprises -- 1 The Relevance -- 2 The Patterns of Incentive Schemes -- 3 The Trade-Offs -- 4 Some Maxims -- The Family Is the Destiny of the Enterprise | |
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Datensatz im Suchindex
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| any_adam_object | |
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| author | Kormann, Hermut |
| author_facet | Kormann, Hermut |
| author_role | aut |
| author_sort | Kormann, Hermut |
| author_variant | h k hk |
| building | Verbundindex |
| bvnumber | BV048224518 |
| classification_rvk | QP 341 QP 440 QR 380 |
| collection | ZDB-30-PQE |
| contents | Intro -- Preface -- Contents -- About the Authors -- Part I: The Design of Boards for Comprehensive Tasks and Efficient Processes -- Introduction -- Exploring the Topics of Governance -- Bibliography -- Modules and Tasks of Governance -- 1 The Relevance -- 2 Statutory Rights and Obligations for Processes Which Are Based on Law or Shareholder Agreements -- 3 Monitoring the Activities of the Leadership and the Development of the Company -- 3.1 Monitoring as the Right to Ask for Reports -- 3.2 Monitoring the Situation the Company Is in and Its Development -- 3.3 Monitoring the Compliance -- 3.4 Monitoring the Performance of the Management and Evaluating the Fit Between Person and Task -- 3.5 Monitoring Leads to Structuring the Processes of the Ones Who Report -- 4 Directing the Management -- 4.1 Outright Instruction -- 4.2 Authority to Approve or Reject Proposed Decisions -- 4.3 Conflict Resolution in Case of Disagreements Among the Direct Reports -- 5 The Instruments of Indirect Leadership -- 5.1 Self-Steering -- 5.2 Cooperative Opinion-Forming -- 5.3 Context-Based Steering -- 5.4 The Competence-Based Versus the Authority-Based Governance Functions -- 5.5 Advisory -- Bibliography -- One-Tier and Two-Tier Boards -- 1 The Relevance -- 2 The Basic Design -- 3 Some of the Arguments -- 4 Atmosphere -- Bibliography -- Design Parameters of a Board for Family Enterprises -- 1 Variety of Basic Designs -- 2 A Checklist -- Bibliography -- Governance for the Lone Founder -- 1 The Relevance -- 2 The Need -- 3 The Implementation -- 4 The Role of the Chairman -- Bibliography -- Agenda Setting: Clarifying the Strategic Situation and the Challenges -- 1 The Relevance -- 2 Timeframe -- 3 Categories of Agenda Items -- 4 Overview of Events Since the Last Session -- 5 General Review of All Important Topics: Not Only the Urgent Ones -- 6 Emphasizing the Urgent Needs Too Bibliography -- Monitoring: We Need Meaningful Data -- 1 The Relevance -- 2 Too Much and Too Detailed Data Without Verbal Explanation -- 3 Focus Primarily on Budget Comparisons -- 4 Unconsolidated Data -- 5 Changing the Organization Structure or the Business Year or any Similar Basic Structure -- 6 Intransparent Accruals and Intra-Year Adjustments -- 7 Insufficient Time Frames -- 8 Too Much Focus on Effects Only and Neglecting the Causes -- 9 Too Much Focus on the Average and Neglecting the Span of Deviations from Average -- 10 Too Much Focus on Costs and Neglecting the Price Quality -- 11 Not Drilling Down to the Details but Revealing the Essentials -- Bibliography -- The Difficult Task of Advising -- 1 The Task of Advising -- 2 The Advisory Role of a Board -- 3 The Importance of Advice -- 4 Advising Implies Searching for Solutions -- 5 Some Prerequisites for Successful Advising -- 5.1 Curiosity -- 5.2 Competence -- 5.3 Independence Without Prejudice -- 5.4 Competence in Communication -- 5.5 Time for Reflection -- 6 From Deliberation to Resolution -- 7 Consulting as an Integral Part Between Supervision and Control -- Bibliography -- To Create a Sense of Urgency -- 1 The Relevance -- 2 The Problem -- 3 Tools for Setting Priorities -- 4 Good Times as Warning Signal -- Bibliography -- The Board's Key Role During a Crisis: Such as COVID-19 -- 1 The Challenge -- 2 First Things First: Setting the Frame -- 2.1 Duration and Extent -- 2.2 Business Model -- 2.3 Stakeholder Philosophy -- 3 Ensuring Sufficient and Effective Processes -- 4 Monitoring and Driving Progress -- 5 Communication -- 6 Worth Remembering -- 6.1 Check Your Biases -- 6.2 Encourage Candor -- 6.3 Consider a Full Stop -- 6.4 Be Encouraging -- Bibliography -- Part II: The Board's Discussions on Topics of Family Enterprises' Strategies -- The Key Issues of the Family Enterprise's Strategy 1 The Key Question -- 2 Are We Up to Driving the Strategic Development of a Company Forward? -- 3 What Is Our Business Model, Which Are the Profit Sources, and What Do the Financial Implications Look Like? -- 4 What Is the Significance of Volume? -- 5 What Could Lead to the Ruin of the Business Model? -- 6 Which Other Threats Must Be Avoided at All Cost? -- 7 What Kind of Financial Structure Does the Company Need? -- 8 How Much Must the Company Earn? -- 9 How Much of the Profit Can Be Distributed? -- 10 How Much and Where Does the Company Need to Seek Growth? -- 11 How Is the Dilemma Between Dynamic Development and Stability Solved? -- 12 Which Transcending Business Interests Do Shareholders Hold and How Can They Be Taken into Account? -- 13 Standards Can Be Developed for Many Strategic Issues -- 14 Strategy Work Requires Ongoing Communication -- Further Reading -- Profits as the Basis of Strategy -- 1 A Mandatory Agenda Point -- 2 A Key Maxime: Profit by Avoiding Losses -- 3 Profits Are Results, Find Out the Causes -- 4 Profits Through Good Prices -- 5 Profits Through Continuous Productivity Improvement -- 6 Assessing the Viable Range of Profitability -- 7 Assessing the Required Level of Profitability -- 8 Deploy Extraordinary Profits -- Bibliography -- Investments Strategy for Stability and Development -- 1 The All-Time Relevance -- 2 Phase-Specific Strategies -- 2.1 Investment Strategy in the Early Phase -- 2.2 Investment Strategy During Steady Development -- 2.3 Investment Strategy for Continued Growth -- 2.4 Investment Strategy During Recession -- 2.5 Investment Strategy in Stagnating Industries -- 3 Conclusion -- Innovation Strategy for Renewal and Growth -- 1 The Relevance -- 2 The Steps in Governance of Innovation -- 2.1 First Step: Agenda-Setting -- 2.2 Second Step: Reviewing the Situation and Monitoring the Development 2.3 Third Step: Forming an Encouraging Policy Regarding the Innovation Work -- 2.4 Fourth Step: Sharing Real-Life Experiences -- 2.5 Fifth Step: Pruning the Portfolio -- 2.6 Sixth Step: If Nothing Needs to Be Changed, Start an Innovation Project Anyway -- Bibliography -- Patterns of Family Enterprise's Growth -- 1 The Phenomenon -- 2 The Rare No-Growth-Requirement -- 3 An Upper Growth Limit After the First Generation -- 4 A Lower Growth Limit -- 5 Four Factors Are Essential for Supporting Sustainable Growth -- 5.1 Need -- 5.2 Options -- 5.3 Capabilities -- 5.4 Willingness -- 6 From Enterprise to Entrepreneurship: Reintegrating Entrepreneurship -- Bibliography -- Avoiding Unacceptable Risks -- 1 The Relevance -- 2 The Continuous Deterioration -- 3 The Big Mistake -- 4 The Accidents -- Bibliography -- Compliance and Environmental Protection: CSR in Family Enterprises -- Recession Management for Coping with Economic Cycles -- Bibliography -- Fighting Financial Squeeze -- The Trade-Offs of Mergers and Acquisitions -- 1 The Relevance -- 2 Profitability -- 3 Financial Affordability -- 4 Trade-Offs and Risks -- 5 The Summary -- Bibliography -- The Trade-Offs of Going Public of Family Enterprises -- 1 The Relevance -- 2 Trade-Off Between ''Independence'' and ''Motives for External Financing'' -- 3 The Motives for Going Public -- Bibliography -- Profit Distribution Policy in Family Enterprises -- 1 The Relevance -- 2 Distributable Return of Financial Investments -- 3 Impact Factors on Distribution Policy -- 4 Summary: Simple Rules as a Guideline -- Bibliography -- Part III: The Development of Professional Owners and Capable Executives in Family Enterprises -- Developing Responsible Owners in Family Business -- 1 The Relevance -- 2 The Responsibilities and Professionalism of Family Shareholders -- 2.1 Educational Milestones -- 2.2 Developing Self-Esteem 2.3 Shared Values and Family Culture -- 2.4 Specific Training -- 3 Conclusion -- Bibliography -- Development of Executives in Family Enterprises -- 1 The Relevance -- 2 The Elements of a Comprehensive Succession Plan -- 2.1 Planning Scenarios -- 2.2 Defining and Anticipating the Need to Fill Key Positions (Pull Principle) -- 2.3 Identifying Candidates and Their Development Needs (Push Principle) -- 2.4 Developing Future Executives -- 3 Summary -- Bibliography -- Challenges and Benefits of Sibling-Consortium in Management of Family Enterprises -- 1 The Basic Patterns in Historical Development -- 2 The Argument in Favor of a Sibling-Consortium -- Preparation for Succession in Family Enterprises -- 1 The Relevance -- 2 Mandatory Requirement: Passion for the Business -- 3 Crucial Learnings -- 4 Learning to Work -- 5 Learning to Lead -- 6 Learning ''Size'' -- 7 Learning to Take Responsibility -- 8 Learning ''Foreign Countries'' -- 9 Learning the Trade -- 10 Learning About the Style and the Stakeholders -- 11 Not ''Coming Home Too Early'' -- 12 Personality -- 13 A Mentor -- 14 Conclusion: Clarity About Timing -- The Challenges and Benefits of Non-family Management in Family Enterprises -- 1 The Relevance -- 2 The Prerequisites -- 3 Professionalism -- 4 The Benefits of Governance for the Executive and the Owners -- Professional Executive Search for Family Enterprises -- Bibliography -- The Trade-Offs of Incentive Programs in Family Enterprises -- 1 The Relevance -- 2 The Patterns of Incentive Schemes -- 3 The Trade-Offs -- 4 Some Maxims -- The Family Is the Destiny of the Enterprise |
| ctrlnum | (ZDB-30-PQE)EBC6403002 (ZDB-30-PAD)EBC6403002 (ZDB-89-EBL)EBL6403002 (OCoLC)1223058428 (DE-599)BVBBV048224518 |
| dewey-full | 658 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658 |
| dewey-search | 658 |
| dewey-sort | 3658 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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Drilling Down to the Details but Revealing the Essentials -- Bibliography -- The Difficult Task of Advising -- 1 The Task of Advising -- 2 The Advisory Role of a Board -- 3 The Importance of Advice -- 4 Advising Implies Searching for Solutions -- 5 Some Prerequisites for Successful Advising -- 5.1 Curiosity -- 5.2 Competence -- 5.3 Independence Without Prejudice -- 5.4 Competence in Communication -- 5.5 Time for Reflection -- 6 From Deliberation to Resolution -- 7 Consulting as an Integral Part Between Supervision and Control -- Bibliography -- To Create a Sense of Urgency -- 1 The Relevance -- 2 The Problem -- 3 Tools for Setting Priorities -- 4 Good Times as Warning Signal -- Bibliography -- The Board's Key Role During a Crisis: Such as COVID-19 -- 1 The Challenge -- 2 First Things First: Setting the Frame -- 2.1 Duration and Extent -- 2.2 Business Model -- 2.3 Stakeholder Philosophy -- 3 Ensuring Sufficient and Effective Processes -- 4 Monitoring and Driving Progress -- 5 Communication -- 6 Worth Remembering -- 6.1 Check Your Biases -- 6.2 Encourage Candor -- 6.3 Consider a Full Stop -- 6.4 Be Encouraging -- Bibliography -- Part II: The Board's Discussions on Topics of Family Enterprises' Strategies -- The Key Issues of the Family Enterprise's Strategy</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">1 The Key Question -- 2 Are We Up to Driving the Strategic Development of a Company Forward? -- 3 What Is Our Business Model, Which Are the Profit Sources, and What Do the Financial Implications Look Like? -- 4 What Is the Significance of Volume? -- 5 What Could Lead to the Ruin of the Business Model? -- 6 Which Other Threats Must Be Avoided at All Cost? -- 7 What Kind of Financial Structure Does the Company Need? -- 8 How Much Must the Company Earn? -- 9 How Much of the Profit Can Be Distributed? -- 10 How Much and Where Does the Company Need to Seek Growth? -- 11 How Is the Dilemma Between Dynamic Development and Stability Solved? -- 12 Which Transcending Business Interests Do Shareholders Hold and How Can They Be Taken into Account? -- 13 Standards Can Be Developed for Many Strategic Issues -- 14 Strategy Work Requires Ongoing Communication -- Further Reading -- Profits as the Basis of Strategy -- 1 A Mandatory Agenda Point -- 2 A Key Maxime: Profit by Avoiding Losses -- 3 Profits Are Results, Find Out the Causes -- 4 Profits Through Good Prices -- 5 Profits Through Continuous Productivity Improvement -- 6 Assessing the Viable Range of Profitability -- 7 Assessing the Required Level of Profitability -- 8 Deploy Extraordinary Profits -- Bibliography -- Investments Strategy for Stability and Development -- 1 The All-Time Relevance -- 2 Phase-Specific Strategies -- 2.1 Investment Strategy in the Early Phase -- 2.2 Investment Strategy During Steady Development -- 2.3 Investment Strategy for Continued Growth -- 2.4 Investment Strategy During Recession -- 2.5 Investment Strategy in Stagnating Industries -- 3 Conclusion -- Innovation Strategy for Renewal and Growth -- 1 The Relevance -- 2 The Steps in Governance of Innovation -- 2.1 First Step: Agenda-Setting -- 2.2 Second Step: Reviewing the Situation and Monitoring the Development</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">2.3 Third Step: Forming an Encouraging Policy Regarding the Innovation Work -- 2.4 Fourth Step: Sharing Real-Life Experiences -- 2.5 Fifth Step: Pruning the Portfolio -- 2.6 Sixth Step: If Nothing Needs to Be Changed, Start an Innovation Project Anyway -- Bibliography -- Patterns of Family Enterprise's Growth -- 1 The Phenomenon -- 2 The Rare No-Growth-Requirement -- 3 An Upper Growth Limit After the First Generation -- 4 A Lower Growth Limit -- 5 Four Factors Are Essential for Supporting Sustainable Growth -- 5.1 Need -- 5.2 Options -- 5.3 Capabilities -- 5.4 Willingness -- 6 From Enterprise to Entrepreneurship: Reintegrating Entrepreneurship -- Bibliography -- Avoiding Unacceptable Risks -- 1 The Relevance -- 2 The Continuous Deterioration -- 3 The Big Mistake -- 4 The Accidents -- Bibliography -- Compliance and Environmental Protection: CSR in Family Enterprises -- Recession Management for Coping with Economic Cycles -- Bibliography -- Fighting Financial Squeeze -- The Trade-Offs of Mergers and Acquisitions -- 1 The Relevance -- 2 Profitability -- 3 Financial Affordability -- 4 Trade-Offs and Risks -- 5 The Summary -- Bibliography -- The Trade-Offs of Going Public of Family Enterprises -- 1 The Relevance -- 2 Trade-Off Between ''Independence'' and ''Motives for External Financing'' -- 3 The Motives for Going Public -- Bibliography -- Profit Distribution Policy in Family Enterprises -- 1 The Relevance -- 2 Distributable Return of Financial Investments -- 3 Impact Factors on Distribution Policy -- 4 Summary: Simple Rules as a Guideline -- Bibliography -- Part III: The Development of Professional Owners and Capable Executives in Family Enterprises -- Developing Responsible Owners in Family Business -- 1 The Relevance -- 2 The Responsibilities and Professionalism of Family Shareholders -- 2.1 Educational Milestones -- 2.2 Developing Self-Esteem</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">2.3 Shared Values and Family Culture -- 2.4 Specific Training -- 3 Conclusion -- Bibliography -- Development of Executives in Family Enterprises -- 1 The Relevance -- 2 The Elements of a Comprehensive Succession Plan -- 2.1 Planning Scenarios -- 2.2 Defining and Anticipating the Need to Fill Key Positions (Pull Principle) -- 2.3 Identifying Candidates and Their Development Needs (Push Principle) -- 2.4 Developing Future Executives -- 3 Summary -- Bibliography -- Challenges and Benefits of Sibling-Consortium in Management of Family Enterprises -- 1 The Basic Patterns in Historical Development -- 2 The Argument in Favor of a Sibling-Consortium -- Preparation for Succession in Family Enterprises -- 1 The Relevance -- 2 Mandatory Requirement: Passion for the Business -- 3 Crucial Learnings -- 4 Learning to Work -- 5 Learning to Lead -- 6 Learning ''Size'' -- 7 Learning to Take Responsibility -- 8 Learning ''Foreign Countries'' -- 9 Learning the Trade -- 10 Learning About the Style and the Stakeholders -- 11 Not ''Coming Home Too Early'' -- 12 Personality -- 13 A Mentor -- 14 Conclusion: Clarity About Timing -- The Challenges and Benefits of Non-family Management in Family Enterprises -- 1 The Relevance -- 2 The Prerequisites -- 3 Professionalism -- 4 The Benefits of Governance for the Executive and the Owners -- Professional Executive Search for Family Enterprises -- Bibliography -- The Trade-Offs of Incentive Programs in Family Enterprises -- 1 The Relevance -- 2 The Patterns of Incentive Schemes -- 3 The Trade-Offs -- 4 Some Maxims -- The Family Is the Destiny of the Enterprise</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Management</subfield></datafield><datafield 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| genre | (DE-588)4143413-4 Aufsatzsammlung gnd-content |
| genre_facet | Aufsatzsammlung |
| id | DE-604.BV048224518 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:50:39Z |
| indexdate | 2024-07-10T09:32:29Z |
| institution | BVB |
| isbn | 9783030580193 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033605251 |
| oclc_num | 1223058428 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (154 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Springer International Publishing AG |
| record_format | marc |
| series2 | Management for Professionals Ser |
| spelling | Kormann, Hermut Verfasser aut Topics of Family Business Governance Insights on Structures, Strategies, and Executives Cham Springer International Publishing AG 2020 ©2021 1 Online-Ressource (154 Seiten) txt rdacontent c rdamedia cr rdacarrier Management for Professionals Ser Description based on publisher supplied metadata and other sources Intro -- Preface -- Contents -- About the Authors -- Part I: The Design of Boards for Comprehensive Tasks and Efficient Processes -- Introduction -- Exploring the Topics of Governance -- Bibliography -- Modules and Tasks of Governance -- 1 The Relevance -- 2 Statutory Rights and Obligations for Processes Which Are Based on Law or Shareholder Agreements -- 3 Monitoring the Activities of the Leadership and the Development of the Company -- 3.1 Monitoring as the Right to Ask for Reports -- 3.2 Monitoring the Situation the Company Is in and Its Development -- 3.3 Monitoring the Compliance -- 3.4 Monitoring the Performance of the Management and Evaluating the Fit Between Person and Task -- 3.5 Monitoring Leads to Structuring the Processes of the Ones Who Report -- 4 Directing the Management -- 4.1 Outright Instruction -- 4.2 Authority to Approve or Reject Proposed Decisions -- 4.3 Conflict Resolution in Case of Disagreements Among the Direct Reports -- 5 The Instruments of Indirect Leadership -- 5.1 Self-Steering -- 5.2 Cooperative Opinion-Forming -- 5.3 Context-Based Steering -- 5.4 The Competence-Based Versus the Authority-Based Governance Functions -- 5.5 Advisory -- Bibliography -- One-Tier and Two-Tier Boards -- 1 The Relevance -- 2 The Basic Design -- 3 Some of the Arguments -- 4 Atmosphere -- Bibliography -- Design Parameters of a Board for Family Enterprises -- 1 Variety of Basic Designs -- 2 A Checklist -- Bibliography -- Governance for the Lone Founder -- 1 The Relevance -- 2 The Need -- 3 The Implementation -- 4 The Role of the Chairman -- Bibliography -- Agenda Setting: Clarifying the Strategic Situation and the Challenges -- 1 The Relevance -- 2 Timeframe -- 3 Categories of Agenda Items -- 4 Overview of Events Since the Last Session -- 5 General Review of All Important Topics: Not Only the Urgent Ones -- 6 Emphasizing the Urgent Needs Too Bibliography -- Monitoring: We Need Meaningful Data -- 1 The Relevance -- 2 Too Much and Too Detailed Data Without Verbal Explanation -- 3 Focus Primarily on Budget Comparisons -- 4 Unconsolidated Data -- 5 Changing the Organization Structure or the Business Year or any Similar Basic Structure -- 6 Intransparent Accruals and Intra-Year Adjustments -- 7 Insufficient Time Frames -- 8 Too Much Focus on Effects Only and Neglecting the Causes -- 9 Too Much Focus on the Average and Neglecting the Span of Deviations from Average -- 10 Too Much Focus on Costs and Neglecting the Price Quality -- 11 Not Drilling Down to the Details but Revealing the Essentials -- Bibliography -- The Difficult Task of Advising -- 1 The Task of Advising -- 2 The Advisory Role of a Board -- 3 The Importance of Advice -- 4 Advising Implies Searching for Solutions -- 5 Some Prerequisites for Successful Advising -- 5.1 Curiosity -- 5.2 Competence -- 5.3 Independence Without Prejudice -- 5.4 Competence in Communication -- 5.5 Time for Reflection -- 6 From Deliberation to Resolution -- 7 Consulting as an Integral Part Between Supervision and Control -- Bibliography -- To Create a Sense of Urgency -- 1 The Relevance -- 2 The Problem -- 3 Tools for Setting Priorities -- 4 Good Times as Warning Signal -- Bibliography -- The Board's Key Role During a Crisis: Such as COVID-19 -- 1 The Challenge -- 2 First Things First: Setting the Frame -- 2.1 Duration and Extent -- 2.2 Business Model -- 2.3 Stakeholder Philosophy -- 3 Ensuring Sufficient and Effective Processes -- 4 Monitoring and Driving Progress -- 5 Communication -- 6 Worth Remembering -- 6.1 Check Your Biases -- 6.2 Encourage Candor -- 6.3 Consider a Full Stop -- 6.4 Be Encouraging -- Bibliography -- Part II: The Board's Discussions on Topics of Family Enterprises' Strategies -- The Key Issues of the Family Enterprise's Strategy 1 The Key Question -- 2 Are We Up to Driving the Strategic Development of a Company Forward? -- 3 What Is Our Business Model, Which Are the Profit Sources, and What Do the Financial Implications Look Like? -- 4 What Is the Significance of Volume? -- 5 What Could Lead to the Ruin of the Business Model? -- 6 Which Other Threats Must Be Avoided at All Cost? -- 7 What Kind of Financial Structure Does the Company Need? -- 8 How Much Must the Company Earn? -- 9 How Much of the Profit Can Be Distributed? -- 10 How Much and Where Does the Company Need to Seek Growth? -- 11 How Is the Dilemma Between Dynamic Development and Stability Solved? -- 12 Which Transcending Business Interests Do Shareholders Hold and How Can They Be Taken into Account? -- 13 Standards Can Be Developed for Many Strategic Issues -- 14 Strategy Work Requires Ongoing Communication -- Further Reading -- Profits as the Basis of Strategy -- 1 A Mandatory Agenda Point -- 2 A Key Maxime: Profit by Avoiding Losses -- 3 Profits Are Results, Find Out the Causes -- 4 Profits Through Good Prices -- 5 Profits Through Continuous Productivity Improvement -- 6 Assessing the Viable Range of Profitability -- 7 Assessing the Required Level of Profitability -- 8 Deploy Extraordinary Profits -- Bibliography -- Investments Strategy for Stability and Development -- 1 The All-Time Relevance -- 2 Phase-Specific Strategies -- 2.1 Investment Strategy in the Early Phase -- 2.2 Investment Strategy During Steady Development -- 2.3 Investment Strategy for Continued Growth -- 2.4 Investment Strategy During Recession -- 2.5 Investment Strategy in Stagnating Industries -- 3 Conclusion -- Innovation Strategy for Renewal and Growth -- 1 The Relevance -- 2 The Steps in Governance of Innovation -- 2.1 First Step: Agenda-Setting -- 2.2 Second Step: Reviewing the Situation and Monitoring the Development 2.3 Third Step: Forming an Encouraging Policy Regarding the Innovation Work -- 2.4 Fourth Step: Sharing Real-Life Experiences -- 2.5 Fifth Step: Pruning the Portfolio -- 2.6 Sixth Step: If Nothing Needs to Be Changed, Start an Innovation Project Anyway -- Bibliography -- Patterns of Family Enterprise's Growth -- 1 The Phenomenon -- 2 The Rare No-Growth-Requirement -- 3 An Upper Growth Limit After the First Generation -- 4 A Lower Growth Limit -- 5 Four Factors Are Essential for Supporting Sustainable Growth -- 5.1 Need -- 5.2 Options -- 5.3 Capabilities -- 5.4 Willingness -- 6 From Enterprise to Entrepreneurship: Reintegrating Entrepreneurship -- Bibliography -- Avoiding Unacceptable Risks -- 1 The Relevance -- 2 The Continuous Deterioration -- 3 The Big Mistake -- 4 The Accidents -- Bibliography -- Compliance and Environmental Protection: CSR in Family Enterprises -- Recession Management for Coping with Economic Cycles -- Bibliography -- Fighting Financial Squeeze -- The Trade-Offs of Mergers and Acquisitions -- 1 The Relevance -- 2 Profitability -- 3 Financial Affordability -- 4 Trade-Offs and Risks -- 5 The Summary -- Bibliography -- The Trade-Offs of Going Public of Family Enterprises -- 1 The Relevance -- 2 Trade-Off Between ''Independence'' and ''Motives for External Financing'' -- 3 The Motives for Going Public -- Bibliography -- Profit Distribution Policy in Family Enterprises -- 1 The Relevance -- 2 Distributable Return of Financial Investments -- 3 Impact Factors on Distribution Policy -- 4 Summary: Simple Rules as a Guideline -- Bibliography -- Part III: The Development of Professional Owners and Capable Executives in Family Enterprises -- Developing Responsible Owners in Family Business -- 1 The Relevance -- 2 The Responsibilities and Professionalism of Family Shareholders -- 2.1 Educational Milestones -- 2.2 Developing Self-Esteem 2.3 Shared Values and Family Culture -- 2.4 Specific Training -- 3 Conclusion -- Bibliography -- Development of Executives in Family Enterprises -- 1 The Relevance -- 2 The Elements of a Comprehensive Succession Plan -- 2.1 Planning Scenarios -- 2.2 Defining and Anticipating the Need to Fill Key Positions (Pull Principle) -- 2.3 Identifying Candidates and Their Development Needs (Push Principle) -- 2.4 Developing Future Executives -- 3 Summary -- Bibliography -- Challenges and Benefits of Sibling-Consortium in Management of Family Enterprises -- 1 The Basic Patterns in Historical Development -- 2 The Argument in Favor of a Sibling-Consortium -- Preparation for Succession in Family Enterprises -- 1 The Relevance -- 2 Mandatory Requirement: Passion for the Business -- 3 Crucial Learnings -- 4 Learning to Work -- 5 Learning to Lead -- 6 Learning ''Size'' -- 7 Learning to Take Responsibility -- 8 Learning ''Foreign Countries'' -- 9 Learning the Trade -- 10 Learning About the Style and the Stakeholders -- 11 Not ''Coming Home Too Early'' -- 12 Personality -- 13 A Mentor -- 14 Conclusion: Clarity About Timing -- The Challenges and Benefits of Non-family Management in Family Enterprises -- 1 The Relevance -- 2 The Prerequisites -- 3 Professionalism -- 4 The Benefits of Governance for the Executive and the Owners -- Professional Executive Search for Family Enterprises -- Bibliography -- The Trade-Offs of Incentive Programs in Family Enterprises -- 1 The Relevance -- 2 The Patterns of Incentive Schemes -- 3 The Trade-Offs -- 4 Some Maxims -- The Family Is the Destiny of the Enterprise Management Entrepreneurship Familienbetrieb (DE-588)4503339-0 gnd rswk-swf Corporate Governance (DE-588)4419850-4 gnd rswk-swf (DE-588)4143413-4 Aufsatzsammlung gnd-content Familienbetrieb (DE-588)4503339-0 s Corporate Governance (DE-588)4419850-4 s DE-604 Suberg, Birgit Sonstige oth Erscheint auch als Druck-Ausgabe Kormann, Hermut Topics of Family Business Governance Cham : Springer International Publishing AG,c2020 9783030580186 |
| spellingShingle | Kormann, Hermut Topics of Family Business Governance Insights on Structures, Strategies, and Executives Intro -- Preface -- Contents -- About the Authors -- Part I: The Design of Boards for Comprehensive Tasks and Efficient Processes -- Introduction -- Exploring the Topics of Governance -- Bibliography -- Modules and Tasks of Governance -- 1 The Relevance -- 2 Statutory Rights and Obligations for Processes Which Are Based on Law or Shareholder Agreements -- 3 Monitoring the Activities of the Leadership and the Development of the Company -- 3.1 Monitoring as the Right to Ask for Reports -- 3.2 Monitoring the Situation the Company Is in and Its Development -- 3.3 Monitoring the Compliance -- 3.4 Monitoring the Performance of the Management and Evaluating the Fit Between Person and Task -- 3.5 Monitoring Leads to Structuring the Processes of the Ones Who Report -- 4 Directing the Management -- 4.1 Outright Instruction -- 4.2 Authority to Approve or Reject Proposed Decisions -- 4.3 Conflict Resolution in Case of Disagreements Among the Direct Reports -- 5 The Instruments of Indirect Leadership -- 5.1 Self-Steering -- 5.2 Cooperative Opinion-Forming -- 5.3 Context-Based Steering -- 5.4 The Competence-Based Versus the Authority-Based Governance Functions -- 5.5 Advisory -- Bibliography -- One-Tier and Two-Tier Boards -- 1 The Relevance -- 2 The Basic Design -- 3 Some of the Arguments -- 4 Atmosphere -- Bibliography -- Design Parameters of a Board for Family Enterprises -- 1 Variety of Basic Designs -- 2 A Checklist -- Bibliography -- Governance for the Lone Founder -- 1 The Relevance -- 2 The Need -- 3 The Implementation -- 4 The Role of the Chairman -- Bibliography -- Agenda Setting: Clarifying the Strategic Situation and the Challenges -- 1 The Relevance -- 2 Timeframe -- 3 Categories of Agenda Items -- 4 Overview of Events Since the Last Session -- 5 General Review of All Important Topics: Not Only the Urgent Ones -- 6 Emphasizing the Urgent Needs Too Bibliography -- Monitoring: We Need Meaningful Data -- 1 The Relevance -- 2 Too Much and Too Detailed Data Without Verbal Explanation -- 3 Focus Primarily on Budget Comparisons -- 4 Unconsolidated Data -- 5 Changing the Organization Structure or the Business Year or any Similar Basic Structure -- 6 Intransparent Accruals and Intra-Year Adjustments -- 7 Insufficient Time Frames -- 8 Too Much Focus on Effects Only and Neglecting the Causes -- 9 Too Much Focus on the Average and Neglecting the Span of Deviations from Average -- 10 Too Much Focus on Costs and Neglecting the Price Quality -- 11 Not Drilling Down to the Details but Revealing the Essentials -- Bibliography -- The Difficult Task of Advising -- 1 The Task of Advising -- 2 The Advisory Role of a Board -- 3 The Importance of Advice -- 4 Advising Implies Searching for Solutions -- 5 Some Prerequisites for Successful Advising -- 5.1 Curiosity -- 5.2 Competence -- 5.3 Independence Without Prejudice -- 5.4 Competence in Communication -- 5.5 Time for Reflection -- 6 From Deliberation to Resolution -- 7 Consulting as an Integral Part Between Supervision and Control -- Bibliography -- To Create a Sense of Urgency -- 1 The Relevance -- 2 The Problem -- 3 Tools for Setting Priorities -- 4 Good Times as Warning Signal -- Bibliography -- The Board's Key Role During a Crisis: Such as COVID-19 -- 1 The Challenge -- 2 First Things First: Setting the Frame -- 2.1 Duration and Extent -- 2.2 Business Model -- 2.3 Stakeholder Philosophy -- 3 Ensuring Sufficient and Effective Processes -- 4 Monitoring and Driving Progress -- 5 Communication -- 6 Worth Remembering -- 6.1 Check Your Biases -- 6.2 Encourage Candor -- 6.3 Consider a Full Stop -- 6.4 Be Encouraging -- Bibliography -- Part II: The Board's Discussions on Topics of Family Enterprises' Strategies -- The Key Issues of the Family Enterprise's Strategy 1 The Key Question -- 2 Are We Up to Driving the Strategic Development of a Company Forward? -- 3 What Is Our Business Model, Which Are the Profit Sources, and What Do the Financial Implications Look Like? -- 4 What Is the Significance of Volume? -- 5 What Could Lead to the Ruin of the Business Model? -- 6 Which Other Threats Must Be Avoided at All Cost? -- 7 What Kind of Financial Structure Does the Company Need? -- 8 How Much Must the Company Earn? -- 9 How Much of the Profit Can Be Distributed? -- 10 How Much and Where Does the Company Need to Seek Growth? -- 11 How Is the Dilemma Between Dynamic Development and Stability Solved? -- 12 Which Transcending Business Interests Do Shareholders Hold and How Can They Be Taken into Account? -- 13 Standards Can Be Developed for Many Strategic Issues -- 14 Strategy Work Requires Ongoing Communication -- Further Reading -- Profits as the Basis of Strategy -- 1 A Mandatory Agenda Point -- 2 A Key Maxime: Profit by Avoiding Losses -- 3 Profits Are Results, Find Out the Causes -- 4 Profits Through Good Prices -- 5 Profits Through Continuous Productivity Improvement -- 6 Assessing the Viable Range of Profitability -- 7 Assessing the Required Level of Profitability -- 8 Deploy Extraordinary Profits -- Bibliography -- Investments Strategy for Stability and Development -- 1 The All-Time Relevance -- 2 Phase-Specific Strategies -- 2.1 Investment Strategy in the Early Phase -- 2.2 Investment Strategy During Steady Development -- 2.3 Investment Strategy for Continued Growth -- 2.4 Investment Strategy During Recession -- 2.5 Investment Strategy in Stagnating Industries -- 3 Conclusion -- Innovation Strategy for Renewal and Growth -- 1 The Relevance -- 2 The Steps in Governance of Innovation -- 2.1 First Step: Agenda-Setting -- 2.2 Second Step: Reviewing the Situation and Monitoring the Development 2.3 Third Step: Forming an Encouraging Policy Regarding the Innovation Work -- 2.4 Fourth Step: Sharing Real-Life Experiences -- 2.5 Fifth Step: Pruning the Portfolio -- 2.6 Sixth Step: If Nothing Needs to Be Changed, Start an Innovation Project Anyway -- Bibliography -- Patterns of Family Enterprise's Growth -- 1 The Phenomenon -- 2 The Rare No-Growth-Requirement -- 3 An Upper Growth Limit After the First Generation -- 4 A Lower Growth Limit -- 5 Four Factors Are Essential for Supporting Sustainable Growth -- 5.1 Need -- 5.2 Options -- 5.3 Capabilities -- 5.4 Willingness -- 6 From Enterprise to Entrepreneurship: Reintegrating Entrepreneurship -- Bibliography -- Avoiding Unacceptable Risks -- 1 The Relevance -- 2 The Continuous Deterioration -- 3 The Big Mistake -- 4 The Accidents -- Bibliography -- Compliance and Environmental Protection: CSR in Family Enterprises -- Recession Management for Coping with Economic Cycles -- Bibliography -- Fighting Financial Squeeze -- The Trade-Offs of Mergers and Acquisitions -- 1 The Relevance -- 2 Profitability -- 3 Financial Affordability -- 4 Trade-Offs and Risks -- 5 The Summary -- Bibliography -- The Trade-Offs of Going Public of Family Enterprises -- 1 The Relevance -- 2 Trade-Off Between ''Independence'' and ''Motives for External Financing'' -- 3 The Motives for Going Public -- Bibliography -- Profit Distribution Policy in Family Enterprises -- 1 The Relevance -- 2 Distributable Return of Financial Investments -- 3 Impact Factors on Distribution Policy -- 4 Summary: Simple Rules as a Guideline -- Bibliography -- Part III: The Development of Professional Owners and Capable Executives in Family Enterprises -- Developing Responsible Owners in Family Business -- 1 The Relevance -- 2 The Responsibilities and Professionalism of Family Shareholders -- 2.1 Educational Milestones -- 2.2 Developing Self-Esteem 2.3 Shared Values and Family Culture -- 2.4 Specific Training -- 3 Conclusion -- Bibliography -- Development of Executives in Family Enterprises -- 1 The Relevance -- 2 The Elements of a Comprehensive Succession Plan -- 2.1 Planning Scenarios -- 2.2 Defining and Anticipating the Need to Fill Key Positions (Pull Principle) -- 2.3 Identifying Candidates and Their Development Needs (Push Principle) -- 2.4 Developing Future Executives -- 3 Summary -- Bibliography -- Challenges and Benefits of Sibling-Consortium in Management of Family Enterprises -- 1 The Basic Patterns in Historical Development -- 2 The Argument in Favor of a Sibling-Consortium -- Preparation for Succession in Family Enterprises -- 1 The Relevance -- 2 Mandatory Requirement: Passion for the Business -- 3 Crucial Learnings -- 4 Learning to Work -- 5 Learning to Lead -- 6 Learning ''Size'' -- 7 Learning to Take Responsibility -- 8 Learning ''Foreign Countries'' -- 9 Learning the Trade -- 10 Learning About the Style and the Stakeholders -- 11 Not ''Coming Home Too Early'' -- 12 Personality -- 13 A Mentor -- 14 Conclusion: Clarity About Timing -- The Challenges and Benefits of Non-family Management in Family Enterprises -- 1 The Relevance -- 2 The Prerequisites -- 3 Professionalism -- 4 The Benefits of Governance for the Executive and the Owners -- Professional Executive Search for Family Enterprises -- Bibliography -- The Trade-Offs of Incentive Programs in Family Enterprises -- 1 The Relevance -- 2 The Patterns of Incentive Schemes -- 3 The Trade-Offs -- 4 Some Maxims -- The Family Is the Destiny of the Enterprise Management Entrepreneurship Familienbetrieb (DE-588)4503339-0 gnd Corporate Governance (DE-588)4419850-4 gnd |
| subject_GND | (DE-588)4503339-0 (DE-588)4419850-4 (DE-588)4143413-4 |
| title | Topics of Family Business Governance Insights on Structures, Strategies, and Executives |
| title_auth | Topics of Family Business Governance Insights on Structures, Strategies, and Executives |
| title_exact_search | Topics of Family Business Governance Insights on Structures, Strategies, and Executives |
| title_exact_search_txtP | Topics of Family Business Governance Insights on Structures, Strategies, and Executives |
| title_full | Topics of Family Business Governance Insights on Structures, Strategies, and Executives |
| title_fullStr | Topics of Family Business Governance Insights on Structures, Strategies, and Executives |
| title_full_unstemmed | Topics of Family Business Governance Insights on Structures, Strategies, and Executives |
| title_short | Topics of Family Business Governance |
| title_sort | topics of family business governance insights on structures strategies and executives |
| title_sub | Insights on Structures, Strategies, and Executives |
| topic | Management Entrepreneurship Familienbetrieb (DE-588)4503339-0 gnd Corporate Governance (DE-588)4419850-4 gnd |
| topic_facet | Management Entrepreneurship Familienbetrieb Corporate Governance Aufsatzsammlung |
| work_keys_str_mv | AT kormannhermut topicsoffamilybusinessgovernanceinsightsonstructuresstrategiesandexecutives AT subergbirgit topicsoffamilybusinessgovernanceinsightsonstructuresstrategiesandexecutives |