1、本科毕业论文（设计）外文翻译原文WHYTHEBESTFAMILYBUSINESSESPLANFAMILYBUSINESSESAREOFTENSEENASDYSFUNCTIONAL,PRONETONEPOTISMANDFAMILYCONFLICTEVENINTHEBUSINESSPRESS,THEFAMILYBUSINESSMODELISOFTENPORTRAYEDASOUTMODEDORPROBLEMATICRECENTRESEARCH,HOWEVER,HASSHOWNTHATFAMILYBUSINESSESOUTPERFORMPUBLICCOMPANIESONKEYDIMENSIONSSUC
2、HASSTOCKPRICEANDRETURNONEQUITYHOWDOYOUEXPLAINTHISDISPARITYOURWORKASRESEARCHERS,TEACHERSANDCONSULTANTSSUGGESTSTHATFAMILYBUSINESSCANBEINDEEDBETHEBESTANDTHEWORSTTHEBESTBECAUSETHEYHAVESOMEPARTICULARSTRENGTHSLONGTERMVISION,STRONGVALUES,COMMITTEDOWNERSTHEWORST,BECAUSETHEYAREMORECOMPLEXTHANOTHERBUSINESSES,
3、ANDTHEYREQUIREMOREATTENTION,BETTERPLANNINGANDGOVERNANCEWHICHTHEYDONOTALWAYSRECEIVEWHILETHEPRINCIPLESANDBENEFITSOFSTRATEGICPLANNINGFORBUSINESSESAREWELLRECOGNIZED,THEIDEAOFSTRATEGYFORTHEFAMILYBUSINESSISLESSWELLUNDERSTOODTYPICALLY,FAMILYBUSINESSESHAVESOUNDSTRATEGIESFORTHEIRBUSINESSES,BUTPLANNINGFORTHEF
4、AMILYISMOSTLYNEGLECTEDORDRIVENBYCONFLICTSTHATNEEDTOBERESOLVEDINDEED,INOUREXPERIENCE,MANYBUSINESSFAMILIESDONOTAPPRECIATETHEVALUEOFPLANNINGORAREAFRAIDOFTHEEMOTIONALMINEFIELDSTHATSUCHPLANNINGMAYEXPOSEMANYFEARTHATTHEPROCESSITSELFMAYRAISEQUESTIONSTHATNOAMOUNTOFPLANNINGCANRESOLVEWEARGUETHATALACKOFPLANNING
5、FORTHEFAMILYISASERIOUSTHREATTOSUSTAININGTHEFAMILYSCOMMITMENT,WHICHISANIMPORTANTCOMPETITIVEADVANTAGEOFFAMILYCONTROLLEDFIRMSTHECOMMITMENTOFTHEFOUNDERENTREPRENEURTOALLASPECTSOFTHEBUSINESSNATURALLYDIMINISHESWITHEACHSUBSEQUENTGENERATION,ASTHEFAMILYEXPANDSANDASEPARATIONOFMANAGEMENTANDOWNERSHIPROLESOCCURSI
6、TISPREDICTABLE,BUTOFTENSURPRISINGTOAFAMILYINTHESECONDORTHIRDGENERATION,THATTHEYSHOULDFACEANEWSETOFFAMILYANDOWNERSHIPCHALLENGESHOWTOSHAREOWNERSHIPAMONGAGROWINGNUMBEROFFAMILYMEMBERSHOWTODECIDEWHOWILLLEADTHEBUSINESSANDWHATTHERIGHTSANDRESPONSIBILITIESOFFAMILYOWNERSAREIFTHEFAMILYHASNOTPLANNEDANDMADEDECIS
7、IONSTOGETHERTHENEVERYFAMILYORBUSINESSISSUEHASTHEPOTENTIALTOBECOMEAFAMILYCONFLICTONTHEOTHERHAND,IFTHEREARECLEARAGREEMENTSANDPLANS,ONEMPLOYMENTFOREXAMPLE,THENPROCEDUREANDCONSISTENCY,NOTPERSONALITIESANDPOWER,BECOMETHEDRIVERSOFFAMILYINTERACTIONSACRITICALFACTORINTHEFAMILYSPARTICIPATIONINOWNERSHIPANDLEADE
8、RSHIPROLESISENSURINGTHATQUALIFIEDFAMILYMEMBERSARESELECTEDANDTHATTHEYPERFORMONTHEJOBTHISISWHEREFAMILYAGREEMENTSPLAYANIMPORTANTROLEINMEDIATINGDISPUTESOVERHOWFAMILYMEMBERSARESELECTEDFORFAMILYANDBUSINESSROLESITISIMPORTANTTOHAVECLEARCRITERIAANDWELLACOMMUNICATEDNOMINATIONPROCESSTHATAREAPPLIEDCONSISTENTLYT
9、OAVOIDDAMAGINGFAMILYCONFLICTSBETWEENFAMILYMEMBERSTHENEXTSECTIONONGOVERNANCEISCLOSELYRELATEDTOTHEIDEAOFENSURINGFAMILYPERFORMANCEANEFFECTIVEFAMILYANDBUSINESSGOVERNANCEMECHANISMCANPREVENTAFAMILYMEMBERFROMCLAIMINGAROLETHEYARENOTPREPAREDFORORFROMCONTINUINGINAROLEWHERETHEYARENOTPERFORMINGBUSINESSESCREATEB
10、OARDSTOENCOURAGEPLANNING,DECISIONMAKINGANDACCOUNTABILITYTOADDRESSTHEIRSOCIAL,LEGALANDECONOMICTASKSBUSINESSFAMILIESHAVETHESAMECHALLENGESWITHTHEADDITIONOFEMOTIONSTHEBOARDSSTRATEGICROLEISTOGOVERNBYSUPPORTINGTHECREATIONOFSOUNDBUSINESSSTRATEGIES,MONITORINGTHEBUSINESSPERFORMANCEANDENSURINGTHATTHEBUSINESSH
11、ASCAPABLELEADERSHIPINTHEFOUNDERANDSIBLINGPHASESTHEBUSINESSBOARDALSOPROVIDESDEFACTOGOVERNANCEFORTHEFAMILYBECAUSEOFTHESTRONGOVERLAPBETWEENTHETWOSYSTEMSASTHESIBLINGSBEGINTOTHINKABOUTSUCCESSIONANDTHEINVOLVEMENTOFTHETHIRDGENERATIONTHENEEDFORMOREFORMALIZEDFAMILYGOVERNANCEACTIVITIESBECOMESEVIDENTTHEINFORMA
12、LDISCUSSIONSATWORKANDTHESHAREDAUTHORITYFORDECISIONSNEEDTOBEREPLACEDWITHSTRUCTURESLIKEREGULARFAMILYMEETINGS,ANEMPOWEREDBUSINESSBOARDANDWRITTENFAMILYAGREEMENTSALSOASTHEBUSINESSGROWSANDPROFESSIONALIZES,INFORMALFAMILYGOVERNANCEISNOLONGEREFFECTIVEFORPLANNINGANDDECISIONMAKINGWITHHIGHLYTRAINEDEXECUTIVESAND
13、ASTRONGBOARDOFDIRECTORSFAMILYGOVERNANCEISAMUCHMORECOMPLEXTOPICTHANBUSINESSGOVERNANCEBECAUSETHESTRUCTURESANDPROCESSESREQUIREDDEPENDONTHEFAMILYSVALUES,CHARACTERISTICS,SHAREDEXPERIENCESANDBUSINESSSITUATIONASECONDGENERATIONBUSINESSOWNEDBYTWOSIBLINGSWHOBOTHWORKINTHEFIRMREQUIRESMUCHLESSFAMILYGOVERNANCETHA
14、NAFOURTHGENERATIONFIRMCOMPRISEDOFMULTIPLEGENERATIONSANDBRANCHESITISALSONOTSOMUCHAMATTEROFCREATINGFAMILYGOVERNANCEASFORMALIZINGWHATALREADYEXISTS“FAMILYMEETINGS”AREAPARTOFEVERYDAYLIFEINFOUNDERANDSECONDGENERATIONFIRMSWITHINFORMALMEETINGSOCCURRINGWHENEVERFAMILYMEMBERSARETOGETHERFORMEALS,HOLIDAYSOREVENAT
15、RELIGIOUSEVENTSASONEINSEADMBAANDNEXTGENERATIONMEMBERSHARED,“ICANTREMEMBERAMEALORFAMILYGATHERINGWHEREBUSINESSWASNOTDISCUSSED”ASTHEFAMILYGROWSINSIZEANDCOMPLEXITYGEOGRAPHY,BRANCHES,OWNERSHIP,ETCTHEFAMILYNEEDSTOREPLACETHISINFORMALFAMILYCOMMUNICATIONWITHPLANNEDFAMILYMEETINGSOR,IFTHEFAMILYISLARGER,AFAMILY
16、COUNCILTHEFAMILYCOUNCILISCREATEDWHENTHEFAMILYGROWSTOOLARGEORGEOGRAPHICALLYDISPERSEDFORTHEMTOMEETTOGETHEREASILYONAREGULARBASISAFAMILYMEETINGORCOUNCILSERVESASABOARDFORTHEFAMILYBUTINSTEADOFFOCUSINGONBUSINESSISSUESITWORKSTOMAINTAINEFFECTIVEFAMILYRELATIONSHIPSBYIMPROVINGCOMMUNICATIONS,PROVIDINGAFORUMFORP
17、LANNINGANDDECISIONMAKINGANDCREATINGADEGREEOFFAMILYACCOUNTABILITYTHEFAMILYMEETING,JUSTLIKEABOARDMEETING,ISABOUTDEVELOPINGPLANSANDTAKINGDECISIONSTOADDRESSFAMILYCONCERNSCREATEDBYFAMILYBUSINESSOWNERSHIPTOPICSFORFAMILYMEETINGSCANINCLUDEFAMILYVALUESANDVISION,FAMILYPOLICIESANDAGREEMENTS,MANAGEMENTSUCCESSIO
18、N,PHILANTHROPY,OWNERSHIPEDUCATION,DIVIDENDANDINVESTMENTDECISIONS,THEELECTIONOFFAMILYDIRECTORSORANYOTHERTOPICIMPORTANTTOTHEFAMILYSFUNCTIONINGAND/ORRELATIONSHIPTOTHEBUSINESSINVERYLARGEFAMILIESTHEREMAYALSOBEASEPARATEOWNERSASSEMBLYTHATSPECIFICALLYADDRESSESOWNERSHIPCONCERNSANDRELATIONSHIPSWITHTHEBUSINESS
19、THELACKOFEFFECTIVEFAMILYGOVERNANCECANHAVEDEVASTATINGEFFECTSONAFAMILYBUSINESSWHENUNRESOLVEDCONFLICTSSPIRALOUTOFCONTROLTHEMCNEELYFAMILYEXPERIENCEDEMONSTRATESTHECONSEQUENCESOFWEAKFAMILYANDBUSINESSGOVERNANCESTRUCTURESSPACECENTERENTERPRISESWASAFAMILYBUSINESSFOUNDEDIN1916BYHARRYMCNEELY,SRANDLATERMANAGEDBY
20、HISTWOSONS,DONALDANDHARRY,JR,WHOJOINEDIN1937AND1949RESPECTIVELYAFTERTHEBROTHERSHADSUCCESSFULLYMANAGEDTHEBUSINESSFORMANYYEARS,HOWEVER,THEEXISTENCEOFSPACECENTERWASTHREATENED,NOTBYANYECONOMICORCOMPETITIVEFORCESBUTBYAFAMILYDISCORDTHATPITTEDTHETWOBROTHERSAGAINSTTHEIRTWOSISTERSWHOWEREMINORITYOWNERSCONSEQU
21、ENCESTOTHEFAMILYANDBUSINESSWEREDISASTROUSAFTERLOSINGABITTERCOURTBATTLETHEBROTHERSWEREFORCEDTOSPLITOFFSOMEOFTHECOMPANYSHOLDINGSTOPAYTHECOURTJUDGMENTINFAVOROFTHEIRSISTERSTHECOURTROOMDRAMACONVINCEDDON,THEOLDESTBROTHER,THATHENEVERWANTEDTHEFAMILYINVOLVEDAGAIN,WHEREASHARRYSTILLBELIEVEDINTHEADVANTAGESOFFAM
22、ILYOWNERSHIPTHESEDIFFERENCESOVERTHEFUTUREVISIONRESULTEDINTHEREMAININGFAMILYFIRMBEINGAGAINRESTRUCTUREDINTOTWOSEPARATEHOLDINGCOMPANIES,EACHLEDANDOWNEDBYONEOFTHEBROTHERSHARRY,JRDETERMINEDTHATTHESECONDSPLITWASHISOPPORTUNITYTORECREATEAFAMILYBUSINESSTHATREFLECTEDFAMILYVALUESOFFAIRNESS,PROFESSIONALISM,SOCI
23、ALRESPONSIBILITYANDFAMILYCOMMITMENTHISFIRSTSTEPWASRECRUITINGAGROUPOFEXPERIENCEDOUTSIDEEXECUTIVESTOSITONANEWBOARDOFDIRECTORSANDTOSUPPORTHISGOALOFREBUILDINGTHEFAMILYBUSINESSHEALSODETERMINEDTHATTHEMAJORITYOFTHEBOARDWOULDBEOUTSIDERSANDTHATEACHOFHISNEXTGENERATIONFAMILYMEMBERSWOULDSERVEAONEYEARTERMTOLEARN
24、ABOUTGOVERNANCEFIRSTHANDHEALSOBEGANTOEDUCATEHISCHILDRENTOBEEFFECTIVEOWNERS,DIRECTORSANDPOSSIBLYDIRECTORSBYSENDINGTHEMTOFAMILYBUSINESSLEADERSHIPPROGRAMSATAWELLRESPECTEDBUSINESSSCHOOLHARRYJRSEXPERIENCEWITHHISBROTHERANDSISTERSHELPEDHIMREALIZETHEIMPORTANCEOFCOMMUNICATIONANDOFUSINGFAMILYANDBUSINESSGOVERN
25、ANCEASTOOLSFORMAKINGDECISIONSTHATSUPPORTBOTHBUSINESSPERFORMANCEANDFAMILYUNITYWHENHISOLDESTSON,PADDY,RETURNEDTOSPACECENTER,READYTOTAKEONTOPLEVELOPERATIONALRESPONSIBILITIESAFTERWORKINGOUTSIDETHECOMPANYFORTENYEARS,ITWASTHEBOARDOFDIRECTORS,SUPPORTEDBYFAMILYMEETINGSTHATCRAFTEDASUCCESSIONPLANANDCLARIFIEDH
26、ISROLEASTHEISSUEOFOWNERSHIPTRANSITIONSTOTHENEXTGENERATIONUNFOLDEDHARRYAGAINRELIEDONHISBOARDANDFAMILYMEETINGSTOMAKEPLANSANDDECISIONSTHATSATISFIEDTHENEEDSOFTHEFAMILY,BUSINESSANDOTHERSTAKEHOLDERSTHEMCNEELYFAMILYWILLALWAYSSHARETHEHEARTBREAKOFANUNRESOLVEDFAMILYBUSINESSCONFLICTDONNEVERAGAINSPOKETOHISSISTE
27、RSANDAPROLONGEDLEGALDISPUTETHEPOSITIVEASPECTFORTHISFAMILYISTHERESULTINGDEEPAPPRECIATIONOFGOVERNANCEACTIVITIESINHELPINGAFAMILYWORKTOGETHERBEYONDREBUILDINGTHEIRBUSINESS,HARRYHASALSOUNITEDTHECOUSINSFROMALLOFTHEFAMILYBRANCHES,INCLUDINGTHOSETHATTHATSUED,TOSERVEONTHEBOARDOFTHEFAMILYFOUNDATIONTHEINTERACTIO
28、NOFSOUNDGOVERNANCEANDACOREFAMILYVALUEABOUTWORKINGTOGETHERHASENABLEDTHETHIRDGENERATIONTOCONTINUETHEIRGRANDPARENTSLEGACYOFSERVICETOOTHERSTHROUGHPHILANTHROPYRESEARCHSHOWSTHATFAMILYBUSINESSESFINANCIALLYOUTPERFORMTHEIRWIDELYTRADEDPEERSANDWEBELIEVETHATTHISCOMPETITIVEADVANTAGECANBEATTRIBUTEDTOEFFECTIVEFAMI
29、LYOWNERSHIPANDSPECIFICALLYFAMILYCOMMITMENTIDENTIFIABLEOWNERS,WHOSHAREVALUESANDAVISIONFORTHEBUSINESSANDFAMILY,CANSERVEASTHESOCIALGLUETOUNITETHEEMPLOYEES,MANAGEMENTANDSTAKEHOLDERSTHISSHAREDSENSEOFPURPOSEISSOMETHINGTHATISMISSINGINMOSTORGANIZATIONSTODAYTHEFAMILYSCOMMITMENTTOPARTICIPATINGANDPROVIDINGFINA
30、NCIALINVESTMENTCREATESAPLATFORMFORTHEEMPLOYEESANDMANAGEMENTTOSTRENGTHENTHEIRLONGTERMCOMMITMENTTHEADVANTAGEOFWELLDEFINEDVALUESBACKEDUPBYFOCUSEDBEHAVIORISCLEARLYBEINGDEMONSTRATEDDURINGTHECURRENTECONOMICCRISISTHEPERFORMANCEOFFAMILYFIRMSINTHEBANKINGANDAUTOMOTIVEINDUSTRIES,THEHARDESTHITBYTHERECENTFINANCI
31、ALCRISIS,CLEARLYSHOWSTHEADVANTAGESOFFAMILYOWNERSHIPANDINFLUENCEWHILEMANYBANKSSTRUGGLETORECOVERFROMRISKYINVESTMENTSANDPOORDECISIONS,ANDTHELARGESTPUBLICLYTRADEDAUTOMAKERSENTERBANKRUPTCYANDREORGANIZATION,FAMILYFIRMSINBOTHINDUSTRIESARESTEADILYMOVINGTHEIRORGANIZATIONSINTOSTRONGERCOMPETITIVEPOSITIONSITISN
32、OTACOINCIDENCETHATNOFAMILYOWNEDBANKSAREINTROUBLEWHYHAVETHEFAMILYCONTROLLEDBANKS,INCLUDINGBANCOSANTANDER,JULIUSBAERGROUP,CHOARECO,PICTETCIEANDLOMBARDODIERDARIERHENTSCHCIE,NOTFACEDSERIOUSLOSSESTHEMAINREASONISTHEIRCOMMITMENTTOASETOFVALUESAROUNDLONGTERMPERFORMANCEANDVALUECREATIONTHEIRSTRONGBUSINESSCULTU
33、RESSUPPORTEDORGANIZATIONSWHEREEMPLOYEES,MANAGEMENT,DIRECTORSANDOWNERSALLFOCUSEDONBUILDINGTHEIRCLIENTSLONGTERMWEALTHRATHERTHANSHORTTERMPROFITSANDBONUSESFORTHEMSELVESTHESAMEOBSERVATIONCANBEMADEINTHEAUTOINDUSTRY,WHEREDESPITEDEVASTATINGSALESCONDITIONSACROSSTHEINDUSTRYBMW,FIAT,PEUGEOT,PORSCHE,TATAMOTORS,
34、TOYOTAANDVOLKSWAGENAREPOSITIONINGTHEIRCOMPANIESFORTHEFUTURETHESEFIRMSARELONGTERMPLAYERSWITHSTRONGFAMILYLEADERSHIPANDOWNERSHIPLOOKINGATNEWSTRATEGIESTOCONSOLIDATETHEINDUSTRYANDSTRENGTHENTHEIRFINANCIALANDCOMPETITIVEPOSITIONSTHEDIFFERENCEBETWEENTHEWIDELYTRADEDANDFAMILYCONTROLLEDCARFIRMSISIDENTIFIEDASFAM
35、ILYLEADERSANDOWNERSWHOAREPLANNINGFORTHEFUTUREBYINVESTINGTHEIRFINANCIALANDHUMANCAPITALTHEYAREWORKINGTOCREATEEXCITINGORGANIZATIONSTHATAREINNOVATORSINBUILDINGPRODUCTSTHATARETECHNOLOGICALLYANDEMOTIONALLYREWARDINGTOBUILDANDOWN,THEREBYDELIVERINGVALUETOTHEIRCUSTOMERS,EMPLOYEES,STAKEHOLDERSANDOWNERSFAMILIES
36、AREABOUTPEOPLEANDBUSINESSESAREABOUTMONEY,SOCONFLICTBETWEENTHETWOISINEVITABLEAPARALLELPLANNINGPROCESSHELPSBUSINESSFAMILIESBECOMEWHATWECALLPROFESSIONALLYEMOTIONALTHENEWPARALLELPLANNINGPROCESSISANIMPROVEDVERSIONOFAPROVENTOOLFORSUSTAININGFAMILYCOMMITMENTBYALIGNINGTHEFAMILYBUSINESSVALUESANDVISION,PLANNIN
37、G,INVESTMENTANDGOVERNANCEINTOACOMPREHENSIVEFAMILYENTERPRISEAPPROACHTHISAPPROACHFACILITATESCOMMUNICATIONABOUTTHEBUSINESSPOTENTIALTHATSUPPORTSTHEFAMILYSCOMMITMENTTOINVESTINGITSHUMANANDFINANCIALCAPITALASTHEFAMILYGROWSANDDEVELOPSANDTHEBUSINESSEXPANDSANDBECOMEMORECOMPLEX,THEFAMILYANDOWNERSNEEDTOBEPROACTI
38、VEINTHEIRPLANNINGANDDECISIONMAKINGTOMAINTAINFAMILYINFLUENCEANDENSUREVALUECREATIONWEBELIEVETHATTHEFIVEACTIONSTEPSOFTHEPARALLELPLANNINGPROCESSOFFERALOGICALTEMPLATEFORBUSINESSFAMILIESATANYSTAGEOFBUSINESSORFAMILYDEVELOPMENTTHE21STCENTURYISANEWERAOFGLOBALOPPORTUNITYFORHUMANCREATIVITY,PARTICULARLYFORFAMIL
39、YBUSINESSESAROUNDTHEWORLDFAMILYOWNEDBUSINESSESHAVEACOMPETITIVEADVANTAGEWHENTHEYALIGNVALUESANDVISION,PLANNING,INVESTMENTANDGOVERNANCEPROCESSESFORTHEIRFAMILYANDBUSINESSACTIVITIESTOMAKEBOTHMOREPROFESSIONALANDMUTUALLYSUPPORTIVEWEKNOWTHATOURADVICETOUSEPLANNINGTO“TREATTHEFAMILYLIKEABUSINESS”MAYAPPEARASCOU
40、NTERINTUITIVEBUTOUREXPERIENCESHOWSTHATPROFESSIONALIZINGTHEFAMILYINTERACTIONSSUPPORTSHARMONY,TRUSTANDSTRONGERFAMILYRELATIONSHIPSWEALSOBELIEVETHAT“TREATINGTHEBUSINESSLIKEAFAMILY,”DRIVENBYVALUESANDCONCERNFORHUMANNEEDSCREATESANORGANIZATIONWITHMOTIVATEDPEOPLEWORKINGTOGETHERTOCREATELONGTERMVALUESOURCERAND
41、ELSCARLOCK,2009“WHYTHEBESTFAMILYBUSINESSESPLAN”INSEADWORKINGPAPERNO2009/63/EFE/WICFE,PP124HTTP/SSRNCOM/ABSTRACT1517239译文何为最佳家族企业规划家族企业通常被视为功能失调，容易出现裙带关系和家庭冲突。即使在商业新闻里，家庭经营模式往往被描绘成过时或有问题的。然而最近的研究已经表明家族企业在股票价格和净资产收益率的关键方面超越了上市公司。你如何解释这种差距呢我们作为研究人员，教师和顾问的工作表明家庭业务确实可以是最好的和最差的最好的是因为他们有一些特殊优势（长期眼光，坚定的价值观，
42、致力于业主）；最坏的是因为他们比其他企业更复杂，要求更多的关注，更好的规划和治理那些它们总是不接收的东西。虽然企业的原则和战略规划的好处是众所周知的，但是家族企业的战略思想是很少要好好理解的。通常情况下，家族企业有健全的业务战略，但是家族的规划主要是被忽视或被需要解决的冲突所驱策。事实上，根据我们的经验，很多企业不理解规划的价值或者是担心这样的规划可能会暴露情感雷区。许多过程本身可能引起的没有用的规划问题的担心是能够解决的。我们认为家族规划的缺乏对维持作为家族控制公司的重要竞争优势的承诺是一个严重的威胁。企业创始人对企业的各方面的承诺自然的减少，是由于家庭的扩展和经营权与所有权分离的角色的出现
43、。这是可预见的，但是往往惊奇的出现在一个家族的第二或第三代，他们应该面对一个新的家族与所有权的挑战如何共享越来越多的家庭成员之间的所有权；如何决定谁领导企业；什么是家族业主的权利和责任。如果家族没有共同规划和做决策，那么每一个家族或商业问题有可能成为一个家族的冲突。另一方面，如果有明确的协议和计划，例如就业，那么程序性和一致性，就会成为家族互动的驱策。一个家族参与所有权和领导角色的关键因素是确保选择合格的家族成员和他们在工作中的表现。这是家族协议在调解纠纷中家族成员如何在家族和企业角色选择中扮演的一个重要的角色。有一个明确的标准和良好沟通的提名过程被贯彻应用以避免破坏家族成员之间的家族冲突是很
44、重要的。治理的下一步密切地关系着确保家族的想法。一个有效的家族和企业治理机制可以防止一个家族成员宣称没有准备的一个角色或者继续没有表现的一个角色。企业建立董事会来鼓励规划，决策和问责制用以发表他们的社会、法律和经济任务家族企业也有同样的情绪挑战。董事会的战略作用是治理支持创造良好的经营策略，监测企业绩效，并确保企业的英明领导。在创办和发展阶段由于两个系统之间强烈的重叠，企业董事会也会提供家族治理。由于兄弟姐妹开始考虑继承问题和第三代的参与，对于更为正式的家庭治理活动的需要变得明显。在工作中的非正式讨论和决定的权力共享需要被像普通家庭会议，董事会的授权业务和书面家庭结构所取代。同时随着企业的发展
45、和专业化，非正式的家族治理已不再对训练有素的管理人员和一个强有力的董事会的规划和决策的制定有效。家族治理是一个比企业治理更复杂的问题，因为其结构和过程需要依赖于家庭的价值观，特色，共享经验和经营情况。第二代企业被两个都在企业上班的兄弟姐妹拥有的情况比多代和分支机构组成的第四代家族企业要求更少的家族治理。它也没有像已经存在的正规化企业一样有那么多的创建家族企业治理的问题。“家庭会议”是创始人和第二代企业在非正式会议时发生的家庭成员一起膳食，假期，甚至宗教活动的日常生活的一部分。正如一位欧洲工商管理学院MBA学位的下一代成员所分享的，“我不记得一餐饭或者家庭聚会的地方是不讨论生意的。”由于家庭生长
46、规模和其复杂性（地理，分枝，所有权等），家族需要有计划的家族会议，或者，如果家族比较大，用一个家族议会来取代非正式的家族的交流是很需要的。家庭议会为他们创建了一个当家族成长过大或者在地理上更分散时更加容易的定期聚在一起的机会。家庭会议（或议会）作为家族的一大板块，通过增强交流，提供了一个规划和决策以及创造一个家庭问责制，替代了以维持企业运行为重点来改善有效的家族关系。家庭会议，就像一个董事会会议，是发展计划和实施决策来解决家族创建的家族企业的所有权的问题的。家庭会议的主题可以包括家庭价值观和愿景，家庭政策和协议，管理继任，慈善事业，所有权教育，分红和投资决策，家庭选举董事或任何其他对家族的运作
47、和/或关系企业的重要议题。在非常大的家族，也可能是一个独立的特殊处理企业的所有权问题和关系的业主大会。当未解决的冲突失控时，缺乏有效的家族管理可能对一个家族企业产生破坏性的影响。麦克尼利家族的经验表明了脆弱的家族和企业治理结构的后果。航天中心企业是一个在1916年由老海瑞麦克尼利建立的，后来由他的两个儿子，唐纳德和哈里，在1937年和1949年分别加入了管理的家族企业。在兄弟俩成功的管理了很多年之后，航天中心的存在受到了威胁，没有任何经济危机或竞争力，而是由于陷入了兄弟俩跟他们的姐妹到底谁是主要拥有者的家族不和。这对于家族和企业的后果是具有灾难性的。在输掉一场激烈的官司之后，兄弟俩被迫放弃了部
48、分公司控股权来承担法院赞成他们的姐妹的判决。法庭相信大哥唐纳德从来都不想参与家族企业，而哈利还是相信家族所有权的优势。这些对未来憧憬的差异导致了其余的家族企业又被分成两个独立的控股公司，由兄弟之一各自领导和拥有。小哈利认为第二次分裂是他重新创建一个体现公平性、专业性、社会责任和家庭承担的家族价值的家族企业的机会。他的第一步是招募一批经验丰富的外来人员，来建立一个新的董事会并支持他的重建家族企业的目标。他还确定大部分董事会成员会是外人，而且下一代的每位家族成员将进行为期一年的管理资料的学习。他也开始通过派送他们去备受推崇的商学院学习家族企业的领导力课程来教育他的孩子成为有效的业主、董事和可能的董
49、事。小哈利与他的兄弟姐妹们的经验帮助他认识到沟通和利用家族和企业管理作为工具来制定支持公司表现和家族团聚的决策的重要性。当他的大儿子派迪，在公司以外工作十年后回到航天中心时，准备采取顶层业务职责，这是由精心设计的一个继任计划和澄清他的角色的家庭会议支持的董事会。由于所有权转移给下一代的问题的展开所得到的保证，海瑞再次依靠他的董事会和家庭会议，来制定满足家族，公司和其他利益相关者的需求的计划和决策。麦克尼利家族将永远分享未解决的家族企业冲突（唐纳德不再跟他的姐妹对话）和长期的法律纠纷的心碎。这个家族的积极方面是帮助一个家庭一起工作的治理活动产生了深刻的认识。除了重建自己的公司，哈利也团结了家族所有分支的表兄弟，包括那些该起诉，来服务于家族的董事会。健全的治理和一起工作的核心家族价值的互动能够让第三代继承他们外祖父通过慈善事业服务他人的遗产。研究表明，家族企业在财政上胜过了他们广泛的交易同行，我们认为，这一竞争优势可以归结为有效的家族所有权和特别的家族承诺。可确认的是分享价值和为企业和家庭的预想的业主，可以作为社会凝聚力来团结员工、管理层和利益相关者。这个分享意义的目的正是在今天大多数组织所失去的东西。家族的参与和提供金融投资的承诺为员工和管理者创造了一个加强其长期承诺的平台。通过聚焦行为明确界定备份价值的优点显然是在当前的经济危机下被证明的。家族企业
