After substantial growth in the past 3 years of business, the leadership team of Glownet realized they had to sit down and carefully decide their next strategic steps. Technology now enables, even in the field of event organization, scalable, faster and sustainable growth.
For this decision they were considering several aspects of the business, including the platform, the possibility of out of the box solutions, whether they'd only expand to markets where they could physically provide support (up until now, this was a central part of their service) and finally other verticals/markets that they could explore.
The main objective of the case is to discuss how to account for active investments in other companies according to International Accounting Standards. The application of IAS 27-28-31 is put to test due to the peculiarity in the ownership structure.
The case tells the story of the investment that Pirelli made into Olivetti and Telecom Italia between 2001 and 2006. Olivetti was a manufacturer specialized in computers and printers, whereas Telecom Italia is the dominant telecommunication company in Italy. Olivetti was acquired by Pirelli&C and Edizione Holding S.p.A through a vehicle company (Olimpia S.p.A). Pirelli&C is a leader as manufacturer of tires and cables, whereas Edizione is a financial holding that controls the Benetton Group. Both buyers represent part of the Italian economic leadership. In fact, Pirelli&C and Edizione Holding are the financial wings of two Italian industrial families Pirelli (whose leader is Mr. Marco Tronchetti Provera) and Benetton (with Mr. Gilberto Benetton as its leader).
The Italian corporate governance system is well suited for this case because of three distinguishing factors: pyramidal structure, interlock of directors and shareholders' agreements. They are all present in the case. Within this system, it is possible to control a listed company without being the majority shareholder. A situation like this is therefore an interesting case to test how to apply International Accounting Standards on consolidation.


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Making Levels With the Super Mario World Method: Skill Themes, Part 2
by Patrick Holleman 18 Jul 2016
Length:MediumLanguages: EnglishEspañolBahasa Indonesia
Level DesignPlatformer
This post is part of a series called The "Super Mario World Method" for Level Design.
The Super Mario World Method: Understanding Skill Themes
This is the fourth in a series of articles that explain how to use the design methods that Nintendo created in the making of Super Mario World, and how you can use them in your own level designs. If you haven't read the earlier articles, you should, or else this article won't make sense.
In the previous article, I wrote about how most of Super Mario World's levels fit into one of four skill themes, and I gave examples of the moving targets and periodic enemies skill themes. In this article, I'm going to look at the final two skill themes: the preservation of momentum theme and the intercepts theme.
Although I found these skill themes in Super Mario World, they actually appear in other games too, so the examples I'm about to give are still useful in contemporary game design. Plus, there's Mario Maker, which I use to build my examples, and that's more than enough reason to understand skill themes. Isn't it?
The Preservation of Momentum Theme
The first skill theme I want to explore is the preservation of momentum theme. If you recall from the last article, all the skill themes in Super Mario World take place in either the action or platforming genre, and in either the timing or speed skill style.
The preservation of momentum theme lies at the intersection of platforming and speed. The basic idea of this theme is that it forces the player to keep Mario's momentum up for long stretches of time and space. This can be done in several ways, and we'll see a few of those ways in the level I've made. The intercepts theme, on the other hand, is the complement of the preservation of momentum theme, and leans more toward the action genre.
As I explained in the first article in this series, an intercept is any object or enemy which interferes with a jump that Mario is already making. That is, intercepts do not cause jumps—they only modify jumps. The intercepts theme is all about throwing a variety of different obstacles into the path of jumps that Mario has to take. We'll see several examples of that in my level too.
The original design idea which gave rise to the preservation of momentum theme was the falling platform. Because Mario can only spend a second or two on the platform before it descends into an abyss, he has to keep moving across the platform the entire time. If he stops, he can lose the momentum he needs to get to the next platform.
Challenges in the preservation of momentum theme tend to be wider than in other themes because Mario has to run through them at a high speed. This doesn't make these challenges harder, necessarily; they're just more spaced out.
Preservation of momentum challenges start as simply as the challenge you see above, which is the standard challenge for my level. Let's take a look at some evolutions of this.
What I've done here is to add some Wing Koopas to patrol the space between the platforms. This is a very simple evolution that borrows from the complementary theme by adding intercepts. The Wing Koopas aren't the cause of Mario's jump—the falling platform is the cause—but they do modify the jump he is already taking.
The second evolution modifies the previous challenge by replacing the Wing Koopas with Boos. Like the Wing Koopas, the Boos aren't the cause of the jumps. The real challenge for Mario is jumping through the platforms that fall away. Failing a jump results in death, while touching a Boo results in non-fatal damage. Unlike the Wing Koopas, however, the Boos will follow Mario around, making the jumps even more difficult.
To mitigate this chasing behavior a little bit, I have changed the middle platform so that it does not fall. It's very common in Super Mario World for the evolution of one part of a challenge to involve the de-evolution of another part. The goal of an evolution is higher difficulty through qualitative change, but the emphasis is on qualitative change (at least in Mario games) rather than absolute difficulty. So I've softened part of the second evolution to emphasize the change rather than the difficulty.
The next section of the level presents a different way of forcing the player to keep moving. The Super Star power-up gives Mario invincibility, but only for a limited time. Several levels in Super Mario World use the star as a means for getting through otherwise very difficult gauntlets of enemies at a high speed. This is what I aimed to do in this section of my level. The star is placed in an obvious block so that the player won't miss it.
The first section makes it obvious that the star is in play to allow the player to cross the otherwise damaging floor. This section is also relatively open, meaning the player can just plow through the spikes without any other difficulties, if Mario is under the effects of the star. The evolution to this challenge will make the next section less passable as the timer on the star runs down.
There's no danger in this evolution of Mario taking damage as long as he has the star; the purpose of this section is merely to slow him down. If Mario reaches the end of the challenge here without the star, he's essentially guaranteed to take damage from the enemies that occupy his landing spot. If the player can get him through there quickly, Mario will be fine, and will actually gain several 1-ups.
The third challenge actually reverses the need for the star. If the player manages to make it to this spot with the star, they may face a problem.
Because the pit is so wide, the player once again needs to bounce off the head of a Wing Koopa in order to make it across. If Mario still has the star powerup, he actually can't bounce off the Koopa because the star powerup changes the way that collisions with enemies work.
There are two interesting things about this challenge. This is an inversion—instead of needing the star to preserve Mario's momentum, the player needs the star to go away before attempting the jump, so that Mario can bounce and keep going when he hits the Koopa's head. Inversions (total reversals of a standard challenge) are a common tool in the designer's toolkit and appear often in Super Mario World—and many other games too. But also, this challenge is clearly about preserving momentum, by bouncing off the heads of the Koopas.
The Intercepts Theme
For the next section, this level switches to the intercepts theme. There have been many intercepts present in the level so far, but always in the context of the preservation of momentum—Mario always had to keep moving forward. Speed is still essential in the intercepts theme, but that speed is often in quickness of the player's reflexes rather than Mario's forward run.
The intercepts theme often requires Mario to run or air-dodge backwards to avoid some oncoming object. The most idiosyncratic aspect of the intercepts theme, however, is the layering of various kinds of intercepts. The first challenge is fairly easy, starting at the level of a standard challenge.
The cannon in the middle fires Bullet Bills at a regular rate. Although regularity is the hallmark of a periodic enemy, the bullet bills aren't localized to a single jump, as a periodic enemy would be. Instead, they intercept every jump on this tier of the section. The first evolution of this idea, meanwhile, is simple: I just add Wing Koopas.
Now we have two intercepts modifying Mario's jump path. Likewise, the final evolution is similar in structure, but different in content.
The evolution here is in exchanging the Wing Koopas for Boos again, and there is also an expansion in the number of cannons on the middle platform.
You could call this a repetitive move, but one of the important aesthetics of Mario-style game design is not putting too many elements in a level. I could have thrown in 12 different enemies, but the CCST structure depends upon the same design ideas appearing throughout a level to maintain consistency. Small iterations preserve the newness and challenge of a level while at the same making sure that all the basic ideas are familiar to the player.
Back to the Preservation of Momentum
The final section of the level returns to the preservation of momentum theme using the last important method for the preservation of momentum in Super Mario World: the inability to stop.
In Super Mario World, this was achieved through icy floors. Super Mario Maker doesn't have as robust a set of tools for doing this, but it makes up for that by accomplishing something similar in conveyor belts. The essential idea is preserved. Mario is going to keep moving whether the player wants him to or not.
Across the course of several layers of conveyor belts, I simply added new kinds of intercepts and other dangers like the Grinder. The final challenge has both cannons and a winged Dry Bones who throws bones.
What I've done here is to combine the preservation of momentum elements with the intercepts elements to create a climactic peak in the level's complexity and difficulty. The conveyor belt provides the momentum challenge, while the different kinds of intercepts make that momentum dangerous.
And then for the last section of the level I created a simple gauntlet where Mario has to run across some more conveyor belts beneath some Boos. The danger here is pretty minimal, but with the enhanced momentum the action can still feel exciting and fun.
I didn't really turn this last section into a proper part of a cadence. Instead what I wanted to do was set up a "reward by fun" section. The idea behind this is to break the tension in a level by giving the player an easy, flashy task.
My level wasn't that tense, because I'm only trying to teach game design techniques, but this section replicates the structure of the reward by fun. Fleeing the ghosts is actually quite easy, even with the occasional backwards motion of some of the belts. The last jump is also quite easy, as the final belt is reversed and the "platform" of Koopas is quite wide.
That covers all the skill themes in Super Mario World, but it's not the end of the story. Although most of the levels in Super Mario World fit into one of the four skill themes, there are quite a few levels in the game which do not fit into any of them.
If you want to know more, you should check out the book I wrote about the game. There are many other skill themes in other games, and many other cadence structures too. In the next article, we're going to take a look at some of those games and how they interpret the CCST structure.
Until then, good luck making your levels!
Patrick Holleman
Hi! I'm Patrick Holleman.
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January 22, 2019 Chen Xinyu, Associate Professor, Tsinghua Law School Shen Jiaben and the Rule of Law in Modern China.
February 08 2019 Shigenori Matsui, Professor, Allard School of Law, What is happening to NISSAN and Carlos Ghosn?
All of these events will be open to the public and all are welcome to attend. If you wish to receive notifications regarding upcoming speaker events, please send a request to cals@allard.ubc.ca to be added to the mailing list.
Be sure to join us in April for our Speaker Series with four dynamic and engaging visiting scholars!
We had a wonderful time at last night's reception in honour of the Lunar New Year next week. It was a wonderful evening catching up with friends and colleagues after settling in to the start of the second term. Thank you to our visiting scholars, colleagues and their families for coming together to celebrate the year of prosperity ahead.
The conversation, left open-ended, finished with the thought that as both Canadian and Chinese societies become increasingly risk-based, it is necessary to review and decide which aspects of each country's criminal code should be exposed to the shift toward risk-based thinking.
Dr. Weitseng Chen's recent projects focus on "authoritarian legality in Asia". As quoted, he describes his focus as "Authoritarian legality is a product of modern political economy as many authoritarian states borrow institutional design from democratic countries for the sake of modernization and to give an appearance of modernity to the outside world. This project aims to produce the first book about authoritarian legality and economic development in Asia. It plans to unveil the interaction of legality, democracy, and development in the authoritarian context by comparing three Asian jurisdictions—Taiwan, South Korea, and China. I aim to contest several conventional ideas about legality and democracy in the context of developmental states.
We had the pleasure of having Dr. Chen as a CALS visiting scholar this past summer and had the opportunity to sit down with him for an interview his recent projects. In this video clip, Professor Cui and Dr. Chen discuss authoritarian legality in Taiwan.


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June 2, 2013 By Matt V Leave a Comment
Like exhaust through a catalytic converter, so are the days of the Torretto family.
Six installments. Six. Car drive and car drive fast. This concept has spanned SIX! feature films. As of late the crash-mania squealing-tire saga has only gained further momentum. Vin Diesel, the legitimate star of the series, announced that next summer's greenlit Fast 7 (set up at the closing credits of this current installment) will begin a new trilogy. Heaven help us all.
The crew of the massive blockbuster Fast Five returns for round 6 or Furious 6 as its titled in the opening credits and the results are exactly what you expect. Just don't try following the titles of these movies. And be sure to remember that The Fast and the Furious: Tokyo Drift (or Fast 3) from seven years ago takes place after all previous Fast & Furious features including this sixth entry. Still up to speed?
Picking up immediately where we left in Fast 5, Agent Hobbs (Dwayne Johnson) gains a new partner in Agent Riley (MMA beauty Gina Carano, Haywire) and sets out to court Dominic Torretto (Vin Diesel) living peacefully on a tropical island with his newfound lady friend (and Hobbs' former partner) Elena (Elsa Pataky). Hobbs needs Dom to recruit his team once more to take on the international threat of Owen Shaw (Luke Evans), a really bad terrorist with a really bad device that is capable of something very bad and might be used by said bad terrorist or sold to another really bad terrorist.
Why would Torretto be interested? Why even bother confiding in his F&F-chum-for-life Brian O'Connor (Paul Walker) who just had a new baby boy with Torretto's sister (Jordana Brewster)? Because Letty (Michelle Rodriguez), Dom's murdered lover (as it happened in Fast 4) is still very much alive and may in fact be working with Shaw. Dom needs to know for sure and "you don't turn your back on family, even when they do."
Walker, Diesel, Johnson, and Carano welcome Ludacris, Sung Kang, Tyrese, and Gal Gadot in yet another family reunion full of physics-defying metal on metal stunts and set pieces linked to moments of eye-rolling blabbering buffoons yawning us to death about family values. Justin Lin, the confident man behind the action of the last four F&F films, smolders a not-so-subtle subtext of family and loyalty over car mangling. Dominic, our antihero, may be an outlaw, but he has a code and he protects his own which adds a great deal of honor to his outlandish escapades. The villain Shaw, on the other hand, plays by-the-numbers and finds his team members to be no more than disposable pawns in his strategic chess game that he always holds the upper hand in.
Who cares? I don't and neither do viewers. They want "vehicular warfare" and they do get it, bigger and better than usual which is a major compliment coming off the high of Fast Five. But I have to admit I'm fatigued of this series which now throws a few too many big wrenches at my head in terms of plot. Believe me. I'm not referring to the stunts, which feature only slightly more lunacy than the story.
The plot is a gigantic mess of pointless setup met with needless execution. Follow the events of Fast 6 and you will scratch your head over the decisions the characters make in an effort to string together some large action sequences. Potential SPOILERS ahead. Stop here. I know I'm criticizing a live-action cartoon that delivers exactly what is intended, but bear with me.
Point 1: Hobbs recruits Dom and a team of international criminals he set to take down in the last movie. Why? Because there needs to be a movie, not because he wouldn't work with an actual military unit or strike force or… something like that.
Point 2: O'Connor decides to infiltrate a stateside prison as an inmate in order to get close to a former villain from the series who may have some information on what happened to Letty. Why? I don't know actually. This is the most idiotic development in the movie. The mission would likely get O'Connor killed and it nearly does. But the funny thing is that the information is of zero importance. The characters already know where Letty is, have seen her and know that she is alive and likely has memory issues. Torretto goes and finds her on his own before O'Connor even returns from his adventure. Dom instructs his buddy to spare him the 'vital information' that was worth dying over.
Point 3: For being the smartest villain in the room, Shaw is a moron. He says he doesn't care for his team members and finds them to be replaceable. Except for Letty, the smart-mouth, authority-defying brain batter mess that generally serves little purpose for Shaw throughout the film. Torretto offers to walk away from Shaw and leave him alone if he can have Letty back. Shaw refuses. Idiot.
Point 4: Torretto and Shaw, in multiple instances throughout the film, have a chance to take each other out either directly or through their cohorts. They don't take the shot. Then there's the back and forth of the heroes having Shaw and letting him go. And having him and letting him go. Dumb.
Point 5: The action has zero consequences and the cartoonish nature of the series removes any and all suspense or tension. Multiple fistfights occur in this installment. Heroes and villains bludgeon each other with nary a bruise or scratch. At one point, Diesel's character dives headfirst into the skull of any angry giant thug man and walks away unscathed. As insane as the car stunts become, whether the heroes are facing off against tanks or airliners, the action reaches such high levels but rarely evokes actual danger. Characters consistently fight through hell but never show injury until the final blow—if they do in fact die.
That's where the series has really worn me out. Bang bang boom, but no one gets hurt until they die. This roadrunner-coyote cartoon chase only entertains for so long when there's no suspense or actual imminent danger to the characters. I know other PG-13 action films have dealt with the same problems, but none are as numb to reality as the Fast series, at least to my present knowledge.
Justin Lin has a balancing act with these films and he succeeds with a far more prominent and successful use of humor this time around, but there are simply too many characters and subplots to juggle at this point. The action even suffers in terms of the different bobbing heads we are forced to jump back and forth with. Do I commend the action? Yes. But somewhere down the line I became numb to it. The F&F fans should rejoice, however, as this is probably a franchise high for them, even though I found it a step down from Part 5. If you want bloodless carnage, mindless action, and by-the-numbers soap opera, then Fast 6 will serve you plenty.
Have you seen this movie? Rate it!
Filed Under: Action Tagged With: Chris Morgan, Dwayne Johnson, Gal Gadot, Gina Carano, Jordana Brewster, Justin Lin, ludacris, Luke Evans, Michelle Rodriguez, Paul Walker, Sung Kang, Tyrese Gibson, Vin Diesel
Trailer-Based Predictions for the 87th Oscars
By Dwise1 Leave a Comment
Oscar time is upon us again, and once again my students and I have entered into the battlefield of Oscar predictions! And, once again, I've failed to see really any of the nominees, so I have to base my predictions on seeing the trailers. I'm a little short on time this year with the Oscars […]
By Matt V 1 Comment
Ben Affleck's pro-America thriller Argo has a little bit of something for everyone. If you're interested in a little-known piece of 30-year-old history. If your curiosity is roused by the nooks and crannies of the Hollywood studio system. If you want laughs. If you crave suspense. If you want to see good actors invest in […]
By Matt V Leave a Comment
Steven Spielberg has always been a fan of history and science-fiction. Often the master director will release a big-budget science-fiction blockbuster and a profound historical drama within the same year. We've seen this in 1993 when Jurassic Park dominated the box office and Schindler's List lifted a Best Picture Oscar. In 1997 he returned with […]
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You can choose up to a 12-core Intel processor and 64GB of memory for impressive performance.
The Mac Pro is well-connected with dual Gigabit Ethernet, 802.11 Wi-Fi, and Bluetooth 4.0, and shows it with up to six DisplayPort 4K monitors.
Lots of I/O ports, including six Thunderbolt 2.0, four USB 3.0, two Gigabit Ethernet, and one HDMI port, teamed with OS X Yosemite make it intuitive to use all the Mac Pro's power.
The high price pushes it solidly into a professional production market.
HDMI support is for 1.4, not 2.0, so there's no support for 4K HDMI monitors, but any of the Thunderbolt ports support DisplayPort at 4K.
The Mac Pro isn't bundled with a mouse or keyboard, and it has few internal expansion options.
The Mac Pro is the professional's choice for filmmakers, audio engineers, and artists. Starting at $2999, its four- or six-core Intel processors are configurable up to 8 or 12 cores, 32GB or 64GB of RAM, and up to 1TB of flash storage. With six Thunderbolt, four USB 3.0, two Gigabit Ethernet, and an HDMI port, connectivity is not an issue. The Dual AMD FirePro D500 or D700 GPU gives you up to six Thunderbolt displays for fast graphics at the resolution you need. The odd-looking, quiet and temperature-efficient cylinder is just under 10 inches tall and tops out at about $10,000 with all the extras.
The Mac Pro is one of those great moments where form and function are totally at one, and that's a very exciting thing indeed.
Not everyone needs the workstation-level power and performance offered by the new Mac Pro, but wouldn't you just love one?
While you can still open up the case without having to reach for a screwdriver, you'll find far less opportunity inside for maintenance and upgrades. But that's not to say that it's entirely closed to the user; slide off the exterior shell of the chassis and you'll find access to four DIMM slots for RAM, as well as access to the internal PCIe-based flash storage.
I love how quiet the machine is. It's impossible to hear over an external hard drive or ambient air conditioning noise, even under heavy loads. The only sign you'll have that it's cooling itself is the gentle rush of warm air coming out the top of the unit, which makes a surprisingly wide and uniform column of wind.
For pros that use apps that take advantage of multiple processing cores, the Mac Pro is a time-saver, but is probably overkill for everyday tasks.
While it's easy to make some jokes at the round shape, from an engineering perspective, the industrial design is nothing short of incredible.
It completely boots up from power-off in less then 30 seconds. Here's the awesome part: I click all my apps, and they are all loaded, stable and ready to go in just 30 more seconds. Whoa! This is the difference between getting right to work, or having to come back later.
As you'd expect, in regular use the new Mac Pro simply flies. Apps, even weighty ones like Final Cut Pro X, load near-instantly. Files can be transferred around the flash storage with effectively no consideration to how large they are: it's just drag, drop, and they're there.
New Mac Pro Unboxing & Impressions!


Have a great holiday, Jas. Does Ayya Nappa know what's about to hit them?
I'm gonna miss you so much but you do deserve it!
Oh it will do fnp!
Have a great time.A Thursday will not seem right tomorrow without you.
LUKEN APPROVED ?............ getting a habit this miss - mr L must be going soft on you.
Were getting all the sun and heat you want in uk and you go to the Goldon Nudist beaches..
Borders and Immigration have been made aware given a detailed description and I believe will be issuing a detain on sight notice to border staff!
She's got the full Luken approval Champ!


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Home Reference Encyclopedias almanacs transcripts and maps Family Business
International Encyclopedia of Marriage and Family
The family business has arrived into its own as a distinct enterprise with unique concerns and issues. In the broadest sense, a family business is an enterprise where family members have influence over strategy and major policies, maintain the intention of keeping the business in the family, own significant portions of stock, and sit on the board (Shanker and Astrachan 1996). Other criteria for a family business include that the founder, or the descendants of the founder, still run the company on a daily basis, and where multiple generations participate in daily operations, and have significant management responsibilities (Holland and Boulton 1984).
Employee-owned businesses vary in their size and type. Sole proprietorships as family businesses represent upwards of 17 million organizations in the United States, 10 percent of which are family farms (Shanker and Astrachan 1996). A sole proprietorship is owned by a single person with other family members likely to help out. Partnerships owned by two or more people represent 1.5 million organizations in the United States (Neubauer and Lank 1998). Private corporations owned by three or more people in the family represent 3.8 million organizations in the U.S., and employ numerous family members with multiple generations (Shanker and Astrachan 1996). Of more than 21 million family-operated companies, over 11,300 have publicly traded stock (Shanker and Astrachan 1996). Examples of family-owned international businesses abound: Tetra Laval, the Wallenberg group, and H&M (Sweden), Hermès, Michelin, Bic, Marie Brizard, and L'Oréal (France), Tata (India), Kuok Group (Hong Kong), Seagram and Bata (Canada), Fiat, Ferrero, Barillo, Beretta and Benetton (Italy), Lego (Denmark), Caran d'Ache, SGS, and André (Switzerland), C&A (Netherlands), Bahlesen (Germany), Kikkoman ( Japan), Claroen Pokphmd (Thailand), and the Rothschild banking family. Estimates of contribution to the global Gross Domestic Product (GDP) from international family businesses is up to 70 percent throughout the non-communist world (Neubauer and Lank 1998). Thus, family businesses can range from a "mom and pop" enterprise with fewer than twenty employees to one that is significantly larger, such as the Coors Brewing Company, to even larger multinational corporations. Perhaps more importantly, these businesses also have a significant impact on the global economy.
Among the most emotionally wrought issues in a family enterprise is who will be the successor to the business. Succession is the transfer of ownership and control to the next generation (Churchill and Hatten 1987; Ward 1987; Goldberg 1991). Succession planning involves efficiently and fairly distributing assets from older to younger generations, passing control of the business in a way that will ensure effective business leadership, and maintaining and promoting family harmony. An assumption of succession is that all parties to the process are satisfied with the outcomes of the process itself (Stempler 1988). Because the rate of succession for family businesses is low—30 percent of family firms are passed from the first generation to the second and 10 percent survive to be passed onto the third generation—it is important to understand how the family business works and what will determine whether or not the business will be successfully passed onto the next generation. Of particular interest to those who study family business succession is how family members who have a business manage conflict, as this is considered to be a key to surviving the succession process.
Because continuity is a unifying concern among all members, succession is considered the ultimate test of a family business (Gersick et al. 1997; Le Van 1999). Thus, conflict can be perceived either as the ultimate threat or ultimate opportunity for a family enterprise. Conflict is a disagreement between two or more interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving their goals. Therefore, as part of the succession process, family businesses need to be aware of the five points in which conflict is most likely to occur: (1) the mutual acceptance of roles; (2) the agreement to continue the business; (3) the propensity of a successor to take over; (4) the propensity of an incumbent to step aside; and (5) succession planning.
Mutual Acceptance of Roles
The mutual acceptance of roles is the extent to which family members accept their own and others' relative levels of involvement (Barach 1984; Crane 1982; Post 1993; Sharma 1997; Ward 1988). Involvement means mutual acceptance of the amount of control associated with each family member's role. Research has shown that the family members' mutual acceptance of individual roles is positively related to perceived family harmony (Handler, 1989). Roles can be defined by the number of heirs in line for succession (Bork 1986; Rutigliano 1986; Scranton 1992), the relative position of each heir in the family and the business (Barnes 1988; Kaye 1992), and the clarification of roles and responsibilities of family members in the context of the business (Handler 1989; Rosenberg 1991). For example, due to birth order older siblings with more experience in the family business may hold managerial positions in the firm expecting to be in line as successor to the enterprise, while younger siblings who have gone to college to obtain knowledge badly needed by the enterprise may expect to take over the business. If family members do not mutually accept their and others' roles within the business, they may attempt to undermine the efforts of others in order to achieve what they perceive to be a more equitable distribution of power. This in turn may slow decision making regarding the succession process (Dyer 1986). Thus, managing perception during conflict regarding the mutual acceptance of roles is of key importance to each family business member's satisfaction.
Conflict over the mutual acceptance of roles is also an opportunity to enhance mutual respect, trust, and understanding among family members. In the conflict between the younger and older siblings vying for the role of successor, the incumbent can view disagreements as opportunities for siblings to learn from one another (developing their relationships), exchange information that will enhance the business for all (everyone brings necessary knowledge, skills, and abilities to the table), and create respect for what each sibling has to offer the family business without privileging one experience over the other. Thus, managing conflict effectively means viewing disagreements as opportunities rather than threats, and seeing conflict as an opportunity to learn rather than the destruction of important family relationships. Opportunity is an important view of conflict because when the aforementioned relational features are present in the family business (e.g. mutual respect, trust, and understanding) the level of satisfaction with decision outcomes increases (Dyer 1986; Sharma 1997). Family business members need to be sensitive to the mutual acceptance of roles during the succession process, and utilize disagreements and conflict as a means to clarify perceptions of incompatibility, negotiate the amount of influence each family member has in the business relationship, and promote win-win, mutually satisfying relationships.
Agreement to Continue the Business
Agreement to continue the business occurs when family members are committed to the perpetuation of the business and are willing to work together to ensure its future (Handler 1989). Research has shown that the agreement to continue the business is positively related to perceived family harmony (Babicky 1987) and payoffs from the business (e.g. financial gains, increased market share and growth) (Alexrod 1984). Although the agreement to continue the business is not correlated with any negative aspects, the decision to continue the family business is not a simple one. Family members must unanimously agree regarding the future of the business, what constitutes continuity, and what opportunities for the future are possible. Thus, the decision to continue the business must be one of consensus with clear gains for those involved in the agreement. Additionally, each member of the family business must be willing to put forth what is necessary to perpetuate the enterprise.
Propensity of a Successor to Take Over
Propensity of a successor to take over is the inclination of a successor to take over the leadership of a business (Christensen 1953). Taking over the leadership of the business entails influence, authority, and control. Research has shown that the propensity of a successor to take over is positively related to the acceptance of individual roles, career interests (Handler 1992), and payoffs from the business (Malone 1989). Conflict may occur when anyone voices or displays the interest in taking over the business. This display of interest may lead to resentment from other family members who feel they are being forced to accept roles among family members. Such is the case from the earlier example where both the older siblings who worked in the family business "learning the ropes" as managers and the younger siblings who went to college express interest in becoming successor. Will siblings who expect to become the successor mutually accept another as successor and their (unexpected) subordinated role?
Other family members may also be upset because there is a perceived lack of financial reward for the potential successor. If the enterprise itself has matured or if there is the perception that profits cannot be enhanced or sustained or the market share cannot grow, then a potential successor may not come forward. Thus, without the perception of monetary financial gains, the family enterprise may not succeed to the next generation. Other family members may also believe the potential successor lacks continuity between his or her career interests and the opportunities available in the family enterprise or that the potential successor does not have the type of leadership style needed. Managed effectively, conflict can serve to define terms and clarify needs, expectations, and goals, leading to productive and positive outcomes.
Propensity of an Incumbent to Step Aside
Propensity of an incumbent to step aside is the ability of the present family member manager to let go of the leadership of a family business and hand it over to a successor (Davis 1992). Thorelli (1986) has shown that the propensity of an incumbent to step aside is positively related to how much the incumbent trusts the successor's abilities to run the business and how much faith the incumbent has in the successor's intentions, as well as the incumbent's own interests outside the business. Thus it is important not only that the successor have a high desire to take over and a high level of confidence in his or her own ability to take over the business, but also that the present manager be involved in activities outside the enterprise and look forward to pursuing new activity outside the business.
Conflict can arise when the incumbent endangers the long-term vitality or existence of the enterprise by not adequately addressing continuity issues in turning over the business. If the older and younger siblings cannot reach an agreement regarding their roles following a selection of the new successor, the incumbent may not step down or choose to dissolve the enterprise, and the business will not succeed to the next generation. Without a smooth transition, the incumbent may continue to work as long as possible and then end the family business with retirement and/or death.
Additionally, issues of trust in the successor's capabilities and intentions, and what the incumbent will do next, are often the crux of conflict perceptions. Conflict regarding the propensity of an incumbent to step aside provides the opportunity to make expectations explicit regarding the work, and prepare both the incumbent and successor for a satisfying personal life in the family itself. However, if the incumbent perceives that the older and younger siblings will not work effectively together for the good of the business, or if their family relationships will erode, leading to family members no longer speaking to one another, then the incumbent may choose to not have the business succeed.
Succession planning is the process for the transfer of management control from one family member to the next (Christensen 1953). Research has shown that succession planning is positively related to the propensity of the incumbent to step aside, the presence of an active advisory board (Christensen 1953), and the agreement to continue the business (Wong, McReynolds, and Wong 1992). Conflict during succession planning can arise when no written plan exists, and when the stockholders connected with the enterprise, including the founder, the family members, the managers, suppliers, and customers, are uncertain of the significant changes associated with the impending shift in power and authority. Additionally, conflict in succession planning may involve disagreements about the knowledge, skills, and abilities of the successor, the educational level, experience, and background of the successor, and the level of trust, faith, and goodwill the successor can generate. Conflict during succession planning can also include disputes over whether family members should take over the enterprise or not, whether the incumbent has accomplished everything desired and possible during his or her reign of the enterprise, whether the incumbent was ready to give up power, what criteria would be used to identify the successor, and how decision outcomes are communicated.
International Family Business Succession
Research on international family business and conflict is incomplete because most studies focus on United States–based family enterprises. There are, however, studies that may shed light on conflict and family business succession in an international context. Differences in ethnic background may influence the expectations of family business members in a succession process (Sharma, 1997). For example, Chau (1991), McGoldrick and Troast (1993), and Wong (1993) suggest that there are differences in the basic philosophy and underlying assumptions of the family members of different ethnic backgrounds with regards to the way succession is handled. For example, while Chinese family enterprises divide the family assets equally among the male members, Japanese family enterprises often have one male heir who is the successor and receives all the assets. Other succession issues that vary across cultures are patterns of communication (e.g. face-saving/confrontation), modes of conflict resolution (e.g. direct/indirect), value given to education, and the position of women in the culture (Chau 1991; Fruin 1980; Lansberg and Perrow 1991; Rothstein 1992; McGoldrick and Troast 1993; Dean 1992; Stallings 1992). For example, in Japan, succession is viewed as a foundation for the professionalism of the children and not a priority, and in China, succession is viewed as a family legacy and a top priority (Dean 1992; Wong, McReynolds, and Wong 1992). Additionally, in Japan women have been denied a visibly prominent role in the family business; however, recent findings have reported that women own 23 percent of all family businesses in Japan (Wild, Wild, and Han 2000). In Australia women own 33 percent of the family businesses, in Canada 31 percent, in Mexico 16 percent, and in the Netherlands women own 15 percent of the family businesses (Wild, Wild, and Han 2000).
The family enterprise continues to be an important element of the world economy and a location for understanding conflict in family relationships internationally. Managing conflict effectively in the process of succession is crucial to preserving the impact family enterprise has on our economy and families themselves. Therefore, whether the family business is based in the United States or across the world, one needs to be aware of the five points in which conflict is most likely to occur: (1) the mutual acceptance of roles; (2) the agreement to continue the business; (3) the propensity of a successor to take over; (4) the propensity of an incumbent to step aside; and (5) succession planning because conflict in family succession is universal.
See also:Communication: Family Relationships; Conflict: Family Relationships; Conflict: Parent-Child Relationships; Decision Making; Rich/Wealthy Families; Sibling Relationships; Work and Family
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"Family Business." International Encyclopedia of Marriage and Family. . Encyclopedia.com. (July 16, 2019). https://www.encyclopedia.com/reference/encyclopedias-almanacs-transcripts-and-maps/family-business
"Family Business." International Encyclopedia of Marriage and Family. . Retrieved July 16, 2019 from Encyclopedia.com: https://www.encyclopedia.com/reference/encyclopedias-almanacs-transcripts-and-maps/family-business


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CBS Overnight News : KYW : September 7, 2016 3:08am-4:01am EDT
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. trekkies launched a successful write-in campaign to name nasa's first space shuttle after star ship enterprise. many real life space travelers credit the show for inspiring them to chart their own course to the stars. including mae jemison, the first black woman in space. >> i thought the show was wonderful. one of the first programs that had everybody, all kind of ethnic groups together from the united states. >> years later, jemison's story became full circle, she be cape the first astronaut to appear in a star trek tv show. >> next transport window. >> now star trek could be inspiring the next generation of innovators. a new series, star trek discovery debuts january, cbs all access. proof that 50 years later the show continues to live long and prosper. eing you. nice'n easy. we only make the most real natural looking color. so even in revealing sunlight, it doesn't look like hair color at all. it looks like, it's a hundred percent you. and isn't that the most beautiful part? nice'n easy: color as real as you are. this pimple's gonna aw com'on.ver. clearasil ultra works fast to b
. trekkies launched a successful write-in campaign to name nasa's first space shuttle after star ship enterprise. many real life space travelers credit the show for inspiring them to chart their own course to the stars. including mae jemison, the first black woman in space. >> i thought the show was wonderful. one of the first programs that had everybody, all kind of ethnic groups together from the united states. >> years later, jemison's story became full circle, she be cape the...
. they were called human computers, and they were women, many of them african-american, hired by nasa to hand calculate, propulsion, lift, thrust and trajectory. >> they had to make sure the planes were safe, that the planes were fast. they were efficient. that the astronaut went into space and came back safely. this was life or death. >> this is life or death. importance. do the work right. do it right the first time. >> daughter of a nasa scientist, was raised in hampton, virginia, the same town where these women once worked. a hidden history that had been staring her in the face. >> it is not a first or an only story. it's a story of a group of women given a chance an who performed and who opened doors for the women behind them. >> the book "hidden figures" and upcoming movie. >> what do you do for nasa? >> reporter: the story of a small band of black women joined the space program in the 50s and 60s, challenging a segregated system. >> quite a few women working in the space pre gram. >> one of the women katherine johnson. on her 98th birthday she still lives by the same motto her fat
. they were called human computers, and they were women, many of them african-american, hired by nasa to hand calculate, propulsion, lift, thrust and trajectory. >> they had to make sure the planes were safe, that the planes were fast. they were efficient. that the astronaut went into space and came back safely. this was life or death. >> this is life or death. importance. do the work right. do it right the first time. >> daughter of a nasa scientist, was raised in hampton,...
justice for people of color. >> neither space x or nasa knows what caused a space x rocket to blow of on the launch pad last week. the accident tha destroyed the rocket, launch pad and $200 million communications satellite. space x says it has 70 other missions on its schedule and plans to launch the rockets from a second facility nearly complete. vinetta nair has the story. >> the rocket was scheduled to take off saturday before an engine test thursday something went wrong. >> reporter: massive flames shot into the air on the launch pad. before part of the falcon 9 rocket came crashing to the ground. in a tweet space x, ceo, said the fire started around the falcon nine rocket upper stage oxygen tank. nearly $200 million satellite, was also destroyed in the blast. facebook planned to use the equipment to provide internet access to parts of sub-saharan africa. facebook, ceo, mark zuckerberg in africa addressed the incident on line. deep redisappointed to hear space x launch failure destroyed our satellite he wrote. we will keep working until everyone has the opportunities this satellite w
justice for people of color. >> neither space x or nasa knows what caused a space x rocket to blow of on the launch pad last week. the accident tha destroyed the rocket, launch pad and $200 million communications satellite. space x says it has 70 other missions on its schedule and plans to launch the rockets from a second facility nearly complete. vinetta nair has the story. >> the rocket was scheduled to take off saturday before an engine test thursday something went wrong....
CBS Overnight News : WUSA : September 7, 2016 2:07am-3:59am EDT
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name nasa's first space shuttle after star ship enterprise. many real life space travelers credit the show for inspiring them to chart their own course to the stars. including mae jemison, the first >> i thought the show was wonderful. one of the first programs that had everybody, all kind offette neck groups together from the united states. >> years later, jemison's story became full circle, she be cape the first astronaut to appear in a star trek tv show. >> next transport window. >> now star trek could be inspiring the next generation of innovators. a new series, star trek discovery debuts january, cbs all access. proof that 50 years later the show continues to live long and prosper. start the interview with a firm handshake. ay,no! don't do that! try head & shoulders instant relief. it cools on contact, and also keeps you 100% flake free. for cooling relief in a snap. >>> when they can, most men will leave the laundry to their spouse. but for one group of guys, washing clothes is more than a chore. it is their hobby. an expensive one at that. bill geist has the the story. >> you c
name nasa's first space shuttle after star ship enterprise. many real life space travelers credit the show for inspiring them to chart their own course to the stars. including mae jemison, the first >> i thought the show was wonderful. one of the first programs that had everybody, all kind offette neck groups together from the united states. >> years later, jemison's story became full circle, she be cape the first astronaut to appear in a star trek tv show. >> next transport...


Brad Bernstein, an immigration lawyer in New York City and David "Squeeze" Annakie of LinkUp Media stream live from the Law Offices of Spar & Bernstein located in New York to cover immigration news and answer legal questions on immigration such as: If you are a visa holder currently in the process of adjusting your status can you travel if you have been granted advance parole and can you get an affidavit if support from someone living out of state? Other immigration questions covered in this episode include: If you have been convicted of a DWI, is it safe to travel outside of the United States if you are a US citizen? How long after submitting an affidavit of support and biometrics will you receive your work permit? Can a green card holder file for a spouse and if so, how long will the process take? What happens if you marry a United States citizen while visiting the US on a visitor's visa? Can you file for a spouse prior to swearing in as a US citizen? If you are a child of a United States citizen currently visiting the US and your parent has filed an I-130, can you legally remain in the United States until the I-130 is approved? How long will it take a green card holder to file for a Can you travel with a pending VAWA (Violence Against Women Act) case if you have advance parole? Why should you not get married in the United States on a visitor's visa? If you are filing for a spouse, what forms and documents will you need to submit? What happens if you miss the marriage interview while in the process of applying for a green card? If you are a green card holder who lost your green card, can you get a replacement and apply for US citizenship at the same time? If you are a green card holder, how would you file for your spouse and kids?


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