Titlebook: Management Controlling and Governance of Family Businesses; Theoretical Insights Antonio Leotta Book 2020 Springer Nature Switzerland AG 20

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書目名稱Management Controlling and Governance of Family Businesses影響因子(影響力)




書目名稱Management Controlling and Governance of Family Businesses影響因子(影響力)學(xué)科排名




書目名稱Management Controlling and Governance of Family Businesses網(wǎng)絡(luò)公開度




書目名稱Management Controlling and Governance of Family Businesses網(wǎng)絡(luò)公開度學(xué)科排名




書目名稱Management Controlling and Governance of Family Businesses被引頻次




書目名稱Management Controlling and Governance of Family Businesses被引頻次學(xué)科排名




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書目名稱Management Controlling and Governance of Family Businesses年度引用學(xué)科排名




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書目名稱Management Controlling and Governance of Family Businesses讀者反饋學(xué)科排名

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The Survival of Family Businesses: The Challenge of Successionome may compromise the firm’s survival if these factors are not adequately considered. On the other hand, succession can be a source of relevant opportunities for the relaunch and renewal of the business, including the possibility to favor, introduce, and support managerialization and professionaliz

銼屑

nautical

interlude

Governing Family Businesses: A Research Mappters, namely managerialization and professionalization, succession, internationalization, and relations with financial markets. These topics are seen as challenges a family business has to deal with by managing specific relations between actors distributed in space and time. From this point of view

Leisureliness

Learning Financial Language to Face Ongoing Challenges. The Case of Greenlifefirm characterised by a professionalisation process which started by hiring an external manager as general director of the company. Their managerial knowledge and the previous experience of the general director led to the introduction of management control tools with the help of an external advisor

Cubicle

Professionalization and Managerialization: Original Levers from Molino Nicoli Spaaths of professionalization and managerialization. These processes are managed by external consultants and non-family professionals, above all the Managing Director. The interpretation of empirics is aimed at understanding the main levers (or aspects) that the company uses during the professionaliza

新星

Beyond the Founder. Which Conditions Can Favor or Hinder the Professionalization of Family Firms?h opposite results. In one case, the founder gave great impetus to the professionalization process, to favor business development and growth. The successor replicated the same approach and emphasized the involvement of external professionals and the implementation of management control systems, to e