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This article examines how establishing a family constitution influences strategic planning in family businesses, applying the strategy-as-practice theoretical framework.

We analyzed qualitative interviews with family members and non-family managers involved in both constitution-making and strategic planning.

The study reveals that family constitutions drive formalization of governance mechanisms, aligning family values with business goals. Key findings highlight that constitutions professionalize decision-making, enhance family cohesion and introduce structured strategic planning.

Our proposed model illustrates how constitutions act as a bridge, integrating family governance with corporate strategy, thereby supporting business continuity and succession. These results suggest a structured, governance-focused approach to strategic planning, where family constitutions play a central role in aligning family and business interests.

This study examines the intricate relationship between family influence and perceived justice in performance management systems within family firms. Recognizing the unique dynamics that family ownership brings to human resource practices, the research aims to delineate how family presence affects both the process and the perception of fairness in performance evaluations.

Using a conceptual framework, the research adopts a dual-method approach, combining a comprehensive literature review with theoretical modeling. The study synthesizes existing research and theoretical insights to explore the effects of family influence on the perceived fairness of performance management practices.

The findings reveal that family influence profoundly shapes fairness perceptions in performance management, impacting family and non-family employees. It affects systems' design, implementation and reception, with mechanisms including resource distribution and criteria alignment. Specifically, family influence molds fairness perceptions within the performance management process, enhancing organizational performance and fostering trust in family businesses, thus supporting sustainable growth.

This study contributes to the family business and human resource management literature by providing a nuanced understanding of how family dynamics influence perceptions of justice in performance management. It underscores the dual role of family influence in enhancing and complicating fairness perceptions, thus offering a balanced view that can inform academic research and practical HR management in family firms.