Abstract
In dynastic business families, one thing above all is expected from the many shareholders: that they understand, protect and look after their inherited shares in the family business in a fiduciary capacity to pass them on to the next generation. The family strategic measures that go hand in hand with this fiduciary attitude, and how they work in the families we studied, are explained below based on four areas of tension where wealth management must be handled. They repeatedly involve the question of how a balance between family community, corporate orientation and the individual responsibilities of the partners regarding the assets resulting from distributions can be achieved. These areas of tension are appropriately balanced when it is possible to consider the family, entrepreneurial and individual expectations of those involved in a traditional and future-oriented manner.
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Notes
- 1.
- 2.
See, more specifically, Kormann (2018).
- 3.
From a legal perspective, all forms of assets of a shareholder are to be regarded as private assets. However, the values lived within the business families lead to other attributions. For a differentiated view of these types of asset, see also Schlippe et al. (2021, p. 223 ff) and Kormann and Rüsen (2020).
- 4.
- 5.
A three- to fourfold increase in membership is expected per generation.
- 6.
Hennerkes and Kirchdörfer (1998, p. 102f).
- 7.
We know of business families with over 1000 (de Wendel, France) and over 2300 (Solvay, Belgium) family shareholders.
- 8.
Schreiber (2020).
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Rüsen, T.A., Kleve, H., von Schlippe, A. (2021). Assets, Distributions and Value Differences. In: Managing Business Family Dynasties. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-030-82619-2_7
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DOI: https://doi.org/10.1007/978-3-030-82619-2_7
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