Family Business Governance Structures : Incidence and Effects

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Show simple item record Hartman, E. Alan Schierstedt, Susan Gudmundson, Donald 2012-02-20T07:52:03Z 2012-02-20T07:52:03Z 2011
dc.identifier.citation Hartman, E. A., Schierstedt, S. Gudmundson, D. (2011). Family Business Governance Structures : Incidence and Effects. Electronic Journal of Family Business Studies (EJFBS), Vol. 5, Issue 1-2, p. 126-139.
dc.identifier.issn 1796-9360
dc.description.abstract The research focused on governance systems in family businesses and was based on survey data from 241 organizations. Analyses found 25 percent of the family busi-nesses had no structured system and 75 percent had governance systems comprised of one or more of the following: boards of directors, advisory boards, and/or family meetings. Types of systems were related to desirable outcomes identified as revenue generation, family business continuity, and family/business planning. A key finding was that family businesses that had some type of a formal structure had a higher level of planning that led to higher revenues. The existence of either a board of directors or an advisory board was positively related to transitioning businesses to later genera-tions. Implications for family businesses are discussed. en
dc.language.iso eng
dc.publisher Jyväskylä University School of Business and Economics
dc.relation.ispartofseries Electronic Journal of Family Business Studies (EJFBS)
dc.rights The copyright of the publication and published articles belongs to the EJFBS and its editors. Readers have got the right to download, save and print the article for study, but not for distribution or reproduction.
dc.rights openAccess fi
dc.title Family Business Governance Structures : Incidence and Effects
dc.identifier.urn URN:NBN:fi:jyu-201202201220
dc.description.version Published version
dc.type.coar journal article
dc.description.reviewstatus peerReviewed
dc.type.version publishedVersion

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