Business Planning Practices of Family‐Owned Firms within a Quality Framework*Footnote^*

* This study reports results from the Cooperative Regional Research Project, NE‐167R, “Family Businesses: Interaction in Work and Family Spheres,” partially supported by the Cooperative States Research, Education and Extension Service, U.S. Department of Agriculture, and the Experiment Stations at University of Hawaii at Manoa, University of Illinois, Purdue University (Indiana), Iowa State University, Michigan State University, University of Minnesota, Montana State University, University of Nebraska, Cornell University (New York), North Dakota State University, The Ohio State University, The Pennsylvania State University, Texas A and M University, Utah State University, The University of Vermont, University of Wisconsin‐Madison, and the Social Sciences and Humanities Research Council of Canada (for The University of Manitoba). Supported, in part, through the Juran Scholar Award from the Juran Center for Leadership in Quality in the Carlson School of Management, University of Minnesota and the Family Owned Business Institute Research Scholar Award, Seidman School of Business, Grand Valley State University.

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