Although the great attention given to business model in the last years, no contribution has been found with respect to the effects of family corporate governance components (namely, ownership & control, management, family interests & values) on business model choice. This paper provides a theoretical framework aimed at investigating whether any relationship exists between family corporate governance and business model choice. Henceforth, it analyses some preliminary case studies on Tuscan (Italy) wineries in order to test the conceptual model proposed. The empirical cases show that different business model choices are available to family firms. Future studies are needed to generalize results
