ENTR 3P98 Chapter 3: Chapter 3
Document Summary
Chapter 3 - ownership of an enterprise built to last. The higher performance seemed to be related to the different posture taken by these firms toward diversification and investment in training and development, and research and development. If a family business is going to preserve one of its intangible yet well-documented competitive advantages its propensity to manage with a long-term horizon investments in the ownership subsystem is essential. The design and execution of an appropriate ownership and control structure. The education, access to information, and engagement of shareholders. The creation of institutions that govern the ownership firm interaction. *represent one of the best opportunities to educate owners about their responsibilities and what the company and its management expect of shareholders. *allow for financial, business, and competitive information-sharing and communication on other issues critical to a family firm in a disciplined and proactive manner.