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What are the unique challenges for daughters who inherit ownership in family enterprise? How does their path to ownership influence their impact? What dilemmas are associated with their ownership roles? How can women best respond to the challenges of ownership? This chapter offers preliminary answers to these questions, including suggestions for enhancing the ability of women owners—especially daughters—to engage constructively with the businesses they inherit.

We focus on daughters serving in three distinctive roles: (1) as “operating owners” working in the family company and pursuing careers and leadership roles in management; (2) as “governing owners” serving as chairs or directors on the board of the business, or as members of other governance forums such as a family council, an owners’ council or the board of the family’s philanthropic foundation; and, (3) as “engaged owners” who are neither in operational or governance roles but are keenly connected to the enterprise’s success and continuity.

Our fundamental thesis is that the active participation of daughters as operating, governing or engaged owners enhances the continuity of the enterprise by expanding the pool of managerial and governing talent available to the business and by fostering inclusion, commitment and unity among the owners. We conclude by describing three interventions that can facilitate the dilemmas daughters face as owners and empower them to engage constructively with the family enterprise: (1) education, (2) mentorship and network support, and (3) well designed structures and roles.

This study aims to contribute to the field of management sciences, within the theory of social entrepreneurship, by highlighting the characteristics of the family enterprise profile as a potential stakeholder with a social impact and which requires to be recognized as a social family enterprise. Because social enterprises tend to be disruptive, the family logic can be better understood, concerning their behaviors and decisions that seem illogical in traditional entrepreneurship, within social enterprises.

To explore the cultural context of Indigenous family entrepreneurs and to apply to them the concept of n-Culturals, thus contributing to validating the concept.

Interview data collected from Wayuu entrepreneurs in La Guajira region of Colombia and from Māori entrepreneurs in the Rotorua region of New Zealand were analyzed qualitatively. The analysis primarily focused on Wayuu entrepreneurs, with the results for Māori entrepreneurs used for comparison, to help to interpret the Wayuu data.

For Wayuu entrepreneurs, family members play a range of crucial roles in enterprise operations, with the family and the kin-centered local Indigenous community emerging as an informal organization surrounding the enterprise. Family is the source of Indigenous culture, while the mainstream culture is centered on global Western business culture, rather than the culture of the country. The Indigenous entrepreneurs integrate the values of the two cultures in managing their enterprises, thus acting as n-Cultural. Māori entrepreneurs who managed enterprises with a strong Indigenous character were similar in this respect to Wayuu entrepreneurs.

As n-Culturals integrating the values of Indigenous culture and the mainstream culture, Indigenous entrepreneurs develop valuable traits, becoming a valuable component of the human capital in their regions, even when their enterprises fail.

Existing research on multicultural individuals is largely limited to immigrants and expatriates. By characterizing Indigenous family entrepreneurs as n-Culturals, the present study contributes to validating the concept and opens the way for further research on how Indigenous entrepreneurs manage their multicultural identities.

The main objective of this study is to examine the impact of the COVID-19 pandemic on earnings management practices in China using a sample of family and non-family enterprises. More specifically, this study aims to examine whether the COVID-19 pandemic causes variation in Chinese listed family and non-family enterprises' operations, as reflected in the level of real earnings management (REM).

This study uses three standardised REM indicators, namely, the abnormal level of cash flows from operations, the abnormal level of production costs and the abnormal level of discretionary expenses. Ordinary least squares (OLS) regressions are applied to compare the earnings management of Chinese family and non-family enterprises during the pre-pandemic period (2017–2019) and the pandemic period (2020).

The authors find that Chinese listed non-family enterprises tend to participate in more REM activities than family enterprises before the COVID-19 outbreak. However, the opposite is true during the pandemic. The authors also find that COVID-19 has increased the involvement of family and non-family enterprises in REM activities.

The results of previous studies based on REM using Chinese listed firms may not be applicable under the new social background of COVID-19. As the period after the COVID-19 outbreak is relatively recent, Chinese researchers have yet to study it comprehensively. The present study is amongst the first empirical attempts investigating the effect of a pandemic financial reporting by investigating whether and how the burst of the COVID-19 crisis affected financial reporting through the earnings management practices of listed Chinese family and non-family enterprises. Such information is crucial because it can provide analysis for all stakeholders to make better decisions.

Few studies have focused on the impact of conjugal control and non-conjugal control on the innovation capability of family firms. In the context of the relative lack of research on the relationship between family firm heterogeneity and innovation ability, this study aims to focus on the differentiated impact of husband–wife-controlled family listed companies and non-husband–wife-controlled family listed companies on their innovation capabilities, which provides empirical evidence with more Chinese institutional and cultural characteristics for the development of corporate organizational management and innovation theories.

Taking all A-share listed family firms from 2007 to 2016 as the research sample, this paper examines the influence of spousal control on firm innovation level by empirical research method.

The empirical results show that compared with non-spousal-controlled family enterprises, spousal-controlled family enterprises have significant positive effects on the level of enterprise innovation. Further studies suggest that joint management of spousal-controlled family enterprises improves the level of innovation. Authority difference of the couple will weaken the innovation capacity. However, the wife’s professional skills can promote the innovation level.

Focusing on the characteristics of family internal structure and embedding marriage relationship in the enterprise organization, this paper investigates the influence of different characteristics of husband and wife and cooperation mode on enterprise innovation, and the conclusion enriches the theory of family business and family science, as well as provides important information reference for the stakeholder groups in the capital market.

This paper, from the perspective of based view of dynamic system, aims to take the family enterprise as a sample to articulate how the speed of institutional change affects the entrepreneur’s spirit collocation of family enterprises and investigate the moderating effects of the scale of enterprises as well.

This paper uses survey database from Chinese research of private enterprise group in 2010 with the ninth national large-scale private entrepreneurs, and the legal source of data comes from research center for Chinese family firm of Sun Yat-Sen University. A total of 4,900 questionnaires are issued, 4,614 are recovered and the total recovery rate is 94.16 per cent. In this paper, STATA12.0 is used for data processing and basic regression testing. To overcome the possible existence of the different variance problem, the authors use the feasible generalized least squares to estimate the model.

The speed of institutional change will lead to the reduction of unproductive activities and the increase of productive activities in the area where the speed of institutional change is slow. Meanwhile, the scale of enterprise can reverse the negative relationship between the speed of institutional change and unproductive activities. The speed of institutional change will lead to the reduction of unproductive activities and the increase of productive activities in the area where the speed of institutional change is fast. Meanwhile, the scale of enterprises can reverse the positive relationship between the speed of institutional change and the unproductive activities.

It can be concluded that because of the difference of the regional market, a positive U-type reflects the relationship between the speed of institutional change and the entrepreneur’s allocation of entrepreneurship in family firms, whereas the scale of enterprises plays a key role of nonlinear regulation. This research has a certain theoretical value and practical significance on the understanding of how family firms make strategic decisions in response to institutional change and it can further enrich the research results of entrepreneurship allocation theory and institutional change theory.

The purpose of this paper is to establish whether succession problems in family businesses contribute to more modest growth aspirations compared to family businesses where succession solutions are gained. It aims to focus especially on transition countries, where studies on this topic are very rare.

The main data source for the study was a telephone survey of 350 small to medium‐sized enterprises (SMEs) in Slovenia. To obtain population estimates, 95 percent confidence intervals were calculated. To test the differences in the case of two independent samples, the t‐test and χ²‐test were used. The general criterion for accepting the hypothesis that differences exist was the statistical signification at the 5 percent level (p< 0.05; two‐tailed).

The research shows that a high proportion of family enterprises in Slovenia are going to face the problem of succession in the near future. Research results also suggest that anticipation of an increase in the number of new jobs is higher, on average, among entrepreneurs in family enterprises that have gained succession solutions, compared to those that have not.

It is very important for transition countries to continue with research and to regularly start collecting data on succession and start raising the awareness of family business owners about the importance of managers preparing succession on time. An extension of the research is also to establish whether, and to what extent, growth aspirations turn into the actual growth of ventures.

This is one of the first researches on the impact of unsolved succession problems on entrepreneurs' ambitions to grow their business in transition countries in general, with particular focus on the case of Slovenia.

The purpose of this paper is to examine the influence of government support and technology usage on family business entrepreneurial intention. The paper also investigates the moderating impacts of gender on the family business entrepreneurial intention with its two predictors.

This paper has used both resource-based view and dynamic capability view theory as well as literature on family business entrepreneurship to develop the theoretical model. Later, the theoretical model has been validated using structural equation modelling (CB-SEM) with respondents from Indian family business enterprises. This study has used a purposeful and convenience sampling approach.

This study has shown the significance of technology usage as well as government support to improve the family business enterprise. The study highlights that there is a moderating impact of gender on the relationship between government support and technology usage with entrepreneurial intention in family business.

This study adds value towards body of literature in entrepreneurship, gender, and business, as well as family business literature. The study shows how gender acts as a moderator in case of family business entrepreneurship. The study is cross sectional in nature and has limited number of respondents from India. Thus, the findings cannot be generalizable.

This study is a unique study as it investigates the influence of both government support as well as technology usage by the family business firms for entrepreneurial intention. The proposed theoretical model has a high predictive power which makes the model effective. Moreover, this study also examines the moderating impacts of gender on entrepreneurial intention in the family business which adds value to the existing body of knowledge.

The aim of this study is to determine the context of short‐ , medium‐ and long‐term functional strategies of small‐ and middle‐sized family businesses carrying on activities in different sectors, as well as to discuss the findings from the point of view of the strategic orientations required by global competition.

The data of this research, having explorative characteristics, were gathered from the 36 owners‐managers (from 111 people) who were leaders in constituting the strategies of their businesses. The survey used in the study consists of 32 items regarding management/human resource management, marketing, production, and finance functions. The data were evaluated with the descriptive and variance analyses.

The paper finds that the enterprises participating in this study apply or plan to apply, in the short term, institutionalism and customer‐focused strategies. However, financial problems limit the attempts for developing and growing, which creates a risk for the life cycle of the businesses which cannot grow up to the right scale in the right time. Another major concern pointed out in this study is that the enterprises whose owners/managers are the members of any commercial and social organization respond to innovations and change more rapidly.

One of the main limitations of the study is that the owner/manager perceptions were the only source of data. The lack of a measure of the efficiency level of functional strategies and practices or performance of enterprises is the second limitation. On the other hand, the small sample size does not allow generalizations to be made.

This study evaluates the potential of strategic management of small and medium‐sized family businesses

This paper aims to determine the perceptions of family-owned small enterprises on the external transfer of ownership and intra-transfer of ownership using empirical data. This permitted the research to successfully point out the factors that influence the internal transfer of ownership, and also, the effects of intra-transfer of ownership from a viewpoint of both family members and non-family members in small family-owned enterprises.

A quantitative research design was used to conduct this research, where primary data was gathered from a sample of 257 respondents using convenience and snowball sampling techniques. Data was collected through a survey instrument distributed via internet-based surveys (SurveyMonkey) and through a drop-off method. The gathered data was then captured, coded and analysed using Stata (version 15) statistical software.

The results divulged that intra or internal transfer of ownership is the preferred avenue compared to external transfer of ownership. This is because, when a family business is transferred to the next generation, it presents some benefits to family members working in the business and to the family at large. As a result, the empirical results show that factors that influence the internal transfer of ownership include: favouritism; security, stability and growth; a formal and structured succession plan. Business improvement and organisational change are then the effects of external transfer ownership. Although these effects make business sense, family members will advocate for internal transfer of ownership for them not to lose the benefits that come with the internal transfer of ownership.

This paper adds to the current family business research in South Africa, thus reducing the shortage of such research. Moreover, the paper proposes further research that will provide tested, practical and detailed guidelines of survival in the next generation.

The paper empirically highlights the perils of selecting a successor based on favouritism rather than merit and possible consequences, thereby assisting those involved in family enterprise succession to make an informed decision when choosing a successor.

This research paper provides empirical evidence of the internal transfer of ownership factors and external transfer of ownership effects from a South African perspective.