![]() ![]() ![]() International Journal of Entrepreneurial Venturing 5: 120.Īndrini, M.C. Ten years of global entrepreneurship monitor: Accomplishments and prospects. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan.Īmorós, José Ernesto, Niels Bosma, and Jonathan Levie. Business schools under fire: humanistic management education as the way forward. Family Business Review 21: 315–330.Īmann, Wolfgang, ed. The impact of family control on the performance and financial characteristics of family versus nonfamily businesses in Japan: A matched-pair investigation. Management and theories of organizations in the 1990s: Toward a critical radical humanism? Academy of Management Review 17: 407–431.Īllouche, José, Bruno Amann, Jacques Jaussaud, and Toshiki Kurashina. ![]() Organization Studies 30: 693–712.Īktouf, Omar. `the one-company approach’: Transnationalism in an Israeli-Palestinian subsidiary of a multinational corporation. This paper argues that the trust and the family pact are both valid legal instruments to this end, albeit with different advantages depending on the circumstances surrounding the succession.Īilon, Galit, and Gideon Kunda. Hence, one of the most important themes on which scholars focused has been how this process takes place to ensure continuity. A primary goal of a family business is to maintain its competitive advantage in the market and pass down its values in the succession line. In recent years, given their growth in size and market share, the strategic potential of family businesses was recognized by both academics and practitioners, giving rise to further study. The legal status of the family business and the fact that most small- and medium-sized companies in Italy are not listed, which considerably affects disclosure obligations and makes it more challenging to get consistent and reliable information at affordable costs, has to date limited research on this model. This paper aims to introduce the legal instruments in Italy to transfer family businesses and to evaluate how these are useful for ensuring not only the survival of the company in the market but also that family values and characteristics pass from one generation to the next maintaining a prosocial humanistic management perspective. This paper analyzes the family business as an organizational entity and as a proprietary form useful to transmit personal values and company assets to the next generations. ![]()
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