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Matthew Hunter, CEO of a second-generation family business, must manage the performance of a key manager in his company. Looks at the impact of family relationships on performance management.

Describes the situation facing Paul Bentington, the president, CEO, and member of the owning family of BIND, PLC, a large and successful family-owned engineering consulting firm in London. Bentington's sister and brother, both of whom are owners of the firm, confront him regarding family participation both in the governance and management of the firm. Third- and fourth-generation members of the family represent a diversity of backgrounds and experiences, which Bentington's siblings believe would benefit the firm. Yet Bentington has misgivings about whether it is appropriate for his siblings, their spouses, and their children to serve in any leadership role at the family company.

Provides guidance to junior generation members of a business family concerning negotiating their entry into their family's business.

Supplements the (A) case. A rewritten version of an earlier case.

Supplements the (A) case.

Identifies several practical principles to keep in mind when changing a family business system.

Assist in thinking critically about facilitators and inhibitors to goals and preparing for change in a family business system.

Presents a consolidated list of corporate governance best practices for owner-managers of private companies, including family businesses.

Supplements the (A) case.

Supplements the (A) case.

Describes a small, luxury retail chain's operational sophistication achieved through the use of technology and "high-touch" customer service. A family-run business, Mitchells has built its success with a customer service strategy known internally as "hugging." The term is deceptively simple. The firm's true success lies in its blend of a warm, other-oriented corporate culture, sophisticated information technology, and an effective family business structure. It is currently considering further expansion for future generations. A rewritten version of an earlier case.

After inheriting the leadership of their family's land and lumber companies, Matt and Kevin Hancock struggled with how to revise their internally focused governance system.

Family members who either own a business or who could inherit ownership in a business are helped to clarify how they would like to have the business owned in the future.

George Barker, the 40-year-old CEO of his family's commercial real estate design and development firm, must deal with the unsatisfactory performance of his brother Peter, who is also in the business. Although Peter's performance is upsetting to George, George feels that it will be difficult to navigate the family ownership and other business factors to deal with the problem.

Jennifer and Philip Raiser, a sibling partnership who inherited a real estate management and ownership company from their father, ponder the strategic and financial challenges facing their family business. Reviews the history of the business and asks what the best strategic direction is for the business. Considers implications for the business and family and what role tradition should play.

Supplements the (A) case.

Supplements the (A) case.

Frank Blethen, the fourth-generation publisher of The Seattle Times, ponders the challenges facing this family business. This case reviews the long history of this business and family and asks whether family ownership and management are in the interests of both the company and family.

Simon Carlson, chairman of the board of his family's fourth-generation industrial company, must decide how to deal with his conflict with the company's nonfamily CEO. Hired by the board just 15 months earlier to pursue growth more aggressively, CEO Paul Steel has upset Carlson and several managers with his management approach with the very strained relationship between the chairman and CEO. The board must decide how it will deal with Steel and Carlson.

Introduces students to the wide variety of family business definitions in literature today. Also reviews prominent typologies of family business systems.