Historically, family businesses have been insular in thinking and practice, in that they run a ‘closed shop operation’, meaning that the family model will determine the direction the business will follow. All organisational practice, administration and business strategy are confined to handdowns over generations, with the (usually) patriarchal head conducting business like a master chess player.
All family members serve as chess pieces, confined to specific parameters in their movement, roles, functions and decision-making.
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