Managing Continuity in the Family Owned Business
W. Gibb Dyer jr. / Organizational Dynamics, 1983-3, 5-12

In dit klassieke artikel bespreekt Gibb Dyer, een van de grondleggers van de familiebedrijfskunde, verschillende aspecten van een bedrijfsopvolging vanuit een praktisch perspectief. Hij formuleert verschillende vragen en aandachtspunten  die direct in de praktijk toepasbaar zijn. Het artikel biedt een concreet zicht op hoe de verschillende dimensies van het familiebedrijf op elkaar ingrijpen.

Trusted Advisors in a Family Business succession Planning Process
Alexandra Michel, Nadine Kammerlander / Family Business Strategy, 2015-6, 45-57

Family business succession is a complex and challenging process, in which family members build on the support of trusted advisors who can be seen as the most relied external source of advice and knowledge. This article aims to synthesize prior research on both advisors and succession to systematically describe and analyze the role of trusted advisors during the succession-planning process.

The role of the Most Trusted Adisor in decision making in Family Controlled Firms
Vanessa M. Strike, / Working Paper RSM, 2010

This study addresses the questions: What is the role of a Most Trusted Advisor (MTA)? How does a MTA provide useful advice, and add value, to family-controlled firms? Through exploring the role of the MTA, I develop a model that outlines the process of advice-giving and the value provided to family-controlled firms.

Trusted advisers build business success
Vanessa M. Strike / RSM Insights, 2010, 3

Many family-controlled firms (FCFs) benefit from the professional and personal advice of someone outside of the family. That person, through a mix of trust, integrity, respect and experience, is accepted within the family’s inner circle and becomes their most confidential adviser and counsellor. It is a role I have designated as the Most Trusted Adviser (MTA).

Advising the Family Firm: Reviewing the Past to Build the Future  
Vanessa M. Strike / Family Business Review, 2012, 25(2) 156–177

This study suggest that although advisors play a crucial role within family firms, there remains to date a lack of rigorous academic research. These past contributions are integrated into a framework that provides a first step toward developing theoretical arguments and charting directions for future research that address the nature of the family firm–advisor relationship.

Getting a grip on conflict
Doug Baumoel / Family Business Magazine, 2012, 4

Conflict in family enterprise is often so extreme because roles in a family business (or access to family wealth) are not as negotiable as these issues would be in a non-family business. This is true in large part because family members tend to take their role in the business very serous. In this article a systems approach to managing conflict is explained from the perspective of the family business advisor.

Het ‘Drie cirkel Model’ als familiebedrijfskundig basisinstrument voor een succesvolle Familie Erfgoed Strategie
Jurgen Geerlings / IFBK, 2007

In dit artikel wordt het veel geprezen drie cirkel model toegelicht. Dit model word inmiddels over de gehele wereld toegepast in zowel de wetenschap als de praktijk vanwege de eenvoud en effectiviteit. Het model wordt geplaatst binnen de context van de familie erfgoed strategie voor de toepassing gericht op het bestuur en management van familiebedrijven en complexe familievermogens.