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Both practitioners and scholars agree that organizations that are ready to cope with crisis should be better able to manage it than organizations which are not prepared. As, due to their company characteristics, family businesses are exposed to additional causes of crisis beyond the usual causes all companies face, preparing for crisis is of specific importance to them.Based on empirical investigations, Pedram Faghfouri shows that non-family businesses are more likely to prepare for crisis when compared to family businesses. The author's findings let further suggest that the existence of a supervisory board has a positive effect on the degree of crisis readiness of a family business. Moreover, in family businesses with supervisory boards, the involvement of family members in the top management team seems to have a negative effect on the degree of crisis readiness. Contents: Turnaround Management - Crisis Management in Family Businesses - Empirical Studies - Effect of Family Members in the Top Management Team and the Existence of Supervisory Boards on Early Warning Systems - Differences in the Crisis Readiness of Family and Non-Family Businesses. Target Groups: Researchers and students in the field of Business Administration with focus on Strategic Management, Crisis Management or Family Businesses, Managers and experts with focus on Strategy, Crisis Management or Early Warning Systems both in non-family businesses and family businesses. About the Author: Pedram Faghfouri has been a doctoral student at Germany's Wissenschaftliche Hochschule für Unternehmensführung (WHU) - Otto Beisheim School of Management. Today, he works as an Inhouse Consultant for German DAX 30 automobile and motorcycle manufacturer.

Both practitioners and scholars agree that organizations that are ready to cope with crisis should be better able to manage it than organizations which are not prepared. As, due to their company characteristics, family businesses are exposed to additional causes of crisis beyond the usual causes all companies face, preparing for crisis is of specific importance to them. Based on empirical investigations, Pedram Faghfouri shows that non-family businesses are more likely to prepare for crisis when compared to family businesses. The author's findings let further suggest that the existence of a supervisory board has a positive effect on the degree of crisis readiness of a family business. Moreover, in family businesses with supervisory boards, the involvement of family members in the top management team seems to have a negative effect on the degree of crisis readiness. Contents· Turnaround Management· Crisis Management in Family Businesses· Empirical Studies· Effect of Family Members in the Top Management Team and the Existence of Supervisory Boards on Early Warning Systems· Differences in the Crisis Readiness of Family and Non-Family BusinessesTarget Groups· Researchers and students in the field of Business Administration with focus on Strategic Management, Crisis Management or Family Businesses.· Managers and experts with focus on Strategy, Crisis Management or Early Warning Systems both in non-family businesses and family businesses. About the AuthorPedram Faghfouri has been a doctoral student at Germany's Wissenschaftliche Hochschule für Unternehmensführung (WHU) - Otto Beisheim School of Management. Today, he works as an Inhouse Consultant for German DAX 30 automobile and motorcycle manufacturer.

This book in a diagnostic approach looks at the problems plaguing Africa, a continent rich in human and natural resources yet the poorest in the world. The main question is: what is the purpose of government in Africa? As illustrated by different empirical examples, the study argues that the creation of states and governments after colonialism was a «false start» and was not impacted by the social contract principle of men forming government to preserve the common good. The result is a leadership culture of government against the people with weak institutions in favour of strong autocratic rul

Democratic capitalism or liberal democracy, as the successful marriage of convenience between market liberalism and democracy sometimes is called, is in trouble. The market economy system has become global and there is a growing mismatch with the territoriality of the nation-states. The functional global networks and inter-governmental order can no longer keep pace with the rapid development of the global market economy and regulatory capture is all too common. Concepts like de-globalization, self-regulation, and global government are floated in the debate. The alternatives are analysed and found to be improper, inadequate or plainly impossible. The proposed route is instead to accept that the global market economy has developed into an independent fundamental societal system that needs its own governance. The suggestion is World Market Governance based on the Rule of Law in order to shape the fitness environment for the global market economy and strengthen the nation-states so that they can regain the sovereignty to decide upon the social and cultural conditions in each country. Elements in the proposed Rule of Law are international legislation decided by an Assembly supported by a Council, and an independent Judiciary. Existing international organisations would function as executors. The need for broad sustained demand for regulations in the common interest is identified.