Abstract
The case illustrates the process and challenges of ownership decision-making in a multigenerational family business where family and business logics collide. It is designed to help recognize the role of identity, emotions, and conflicting interests in shaping family business decisions. By exploring the family business from these perspectives, the students and practitioners are first asked to analyze the roles and expectations of a heterogeneous group of family shareholders. Then, they are invited to make recommendations that allow for sustaining both the family health and the business wealth in terms of financial and socio-emotional value to the family business.
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