This case study can help the reader to understand how to build an effective board for family business, and why evolving board structure can help family firm to sustain for a longer period in Market. Reader can also learn about role of independent director, CEO's Succession process and ways to deal with duality issue that family owned enterprise may face during a transition from generation X to Y.
This teaching case study describes various decision-making situations using example of a Pakistani family firm and entrepreneurs who started the business few decades back in France. This partially disguised case is based on actual events. The data are collected based on discussions with family business owners and minutes of meetings. The objective of study is to make sense of the family business theories e.g. socio emotional wealth stakeholder and agency. Case readers can also learn about the family’s business governance practices using diverse scenarios presented in this case.
Complexity academic level
This study is suitable for graduate and undergraduate studies.
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CSS 7: Management science.
Disclaimer. This case is written solely for educational purposes and is not intended to represent successful or unsuccessful managerial decision-making. The authors may have disguised names; financial and other recognizable information to protect confidentiality.
Saleem, I., Khalid, F. and Nadeem, M. (2019), "Family business governance: what’s wrong? What’s right? What’s next?", Emerald Emerging Markets Case Studies, Vol. 9 No. 1. https://doi.org/10.1108/EEMCS-02-2018-0011Download as .RIS
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