In general, optimists are best suited to lead family-run entrepreneurial organizations. At least until disaster strikes. John A. Davis explains why both perspectives are so valuable.
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Families that want to stay in business for generations don't have a choice but to encourage entrepreneurship in and out of their family company, say Michael Roberts and John Davis. Here's how.
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Poorly designed leadership roles set up a family business for failure. John A. Davis offers a system that produces the decisiveness and unity needed for long-term performance.
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Is it better to lead a family business with one ultimate leader or a team? John A. Davis, an expert on family business management, kicks off a series of articles with a look at governance models.
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Family relationships are complicated, even more so when your uncle, mother, or daughter is your business partner. Harvard Business School's John A. Davis and Deepak Malhotra outline 5 ways to analyze and improve dealmaking and dispute resolution while protecting family ties. As they write, family negotiations are difficult yet also contain built-in advantages.
Having described the framework of family business governance and the governance of the business, John Davis discusses the most challenging of the family business governance topics—governance of the family itself.
Corporate governance can be difficult enough—but what happens when your board of directors is comprised of your cousins? Or when your CEO is your sister? Harvard Business School's John Davis discusses governance issues unique to the family-run business.
In a wide-ranging interview with HBS Working Knowledge, HBS professor John Davis discusses the state of family-business research—and the special challenges faced by families in the Gulf Region.
Harvard Business School Working Knowledge
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