Foreword

Half a century ago, management scholars drew a rather pessimistic picture of the future of the family business. They anticipated ‘. the hereditary principle to fade fast, because of the greater ability of professionally-run public firms to raise capital and attract top talent. In fact, family firms have held their ground and, in recent years have increased their presence among global businesses’1. Contrary to this prognosis, the Family Business (FB) is not only present but also improving its position in the global economy and playing a key role in the European economy too.