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Drawing on the time compression diseconomies perspective and business network theory, this study examines how the international expansion of a business group’s pace, scope and rhythm affects its performance.

Panel data (1999–2013) from the top 100 Taiwanese business groups investing in globalization were collected.

The results show that international pace and rhythm have an inverse U-shaped relationship with business group performance, while the relationship between international scope and business group performance is U-shaped. This study highlights that international expansion is multidimensional and nonlinear and that the factors that shape nonlinear relationships between international processes and performance are different. Furthermore, family group involvement positively moderates the link between international scope and performance and negatively affects the relationship between international pace and performance. However, no significant effect is observed between rhythm and performance. High family business group involvement mitigates the impact of outsiders’ liability and managerial costs; moreover, it enhances the positive effects of location-specific advantages and business network resources.

This study combined the time compression diseconomies perspective and business network theory to explain why and how internationalization may not always lead to good performance by examining the effects of different international expansion processes and the interactive effect of family group involvement.

As part of a larger grant-funded project, a professional development (PD) series was conducted within the framework of a school–university partnership to improve teachers’ capacity to meaningfully include fathers and father figures in the school environment, with a particular focus on fathers of children with disabilities. The authors sought to understand the extent to which a school-wide PD framed through the lens of a father of a child with a disability might inform practice with sustainable implementation. Due to the pandemic, the original format of the PD was redesigned for virtual delivery.

A three-phase data collection and analysis approach included a pre-PD survey, a post-PD survey and a one-year follow-up survey. All surveys included both quantitative and qualitative self-report data components.

Results suggest school personnel found the virtual PD valuable, gleaning several useful strategies for reflecting on their own practices, working to improve communication with families of children with disabilities and more meaningfully including fathers and father figures in future school-related activities and programing.

First, the sample size of the present study was small, and participation was variable across PD sessions. In addition, participants self-selected into the series, and therefore, they may be more likely to value father-figure involvement with or without participation in the PD series. The small sample size may minimize the generalizability of these results across other replicable settings and participants. Second, the results of the pre-PD survey could be positively skewed since the university partner’s initial delivery of PD related to this topic began in 2018. In the pre-PD survey, the majority of respondents indicated, as an example, that they believed father involvement was correlated with higher academic achievement. It is not clear if respondents held these beliefs independently at the inception of the partnership or if they perhaps learned of these connections during an earlier PD offered by the authors.

The current study offers a small glimpse into the world of a school–university partnership and its ability to actualize meaningful reflection on family engagement practices. Results also indicate a greater awareness of significant male figures/fathers and their needs. Content delivered during each PD supports capacity building in terms of teachers’ ability to see fathers and father figures as meaningful contributors within the context of the school environment. Participants mentioned that the PD taught them ways to recognize and remediate some of the insidious communication barriers that exist.

Participants stated that they grew in their understanding of intentional connections with significant male figures, noting a concerted effort to ensure communication of information pertaining to school events, conferences and, in some cases, individualized educational programs (IEPs). Staff members also felt as though the pandemic fostered greater connections with fathers who were working at home and who were simultaneously helping their children access online learning platforms. However, it is noteworthy that the latter benefit was likely a positive side effect of mandatory home-based learning as opposed to a direct result of the present study. Socially, the authors all find ourselves embarking on a bit of social uncertainty, where perhaps it is no longer appropriate or significant to mention one's gender. Nonetheless, the research highlights the unique contributions that fathers and father figures can make to children's positive trajectory, and the authors espouse that the current study suggests that virtual PD sessions can help train school personnel to recognize and foster such relationships.

The past few decades have ushered in an awareness of significant male involvement and its importance in the development of young children. Despite this surge of interest, the research on father/significant male involvement in the school context remains limited. Additionally, the implementation of virtual PD and its potential positive impacts remain largely unexplored, especially when the intersection with father engagement practices is considered. As such, the authors espouse that the present study reflects a unique combination of content and pedagogy.

This study aims to adopt a replication strategy based on Cherchem (2017), and hence this study investigates how generational involvement moderates the relationship between organizational culture and entrepreneurial orientation (EO) in Brazilian family businesses, disentangling each of the EO dimensions.

This study developed a survey with 107 Brazilian family businesses operating in the textile and clothing industries. Data were analyzed using structural equation modeling (SmartPLS-SEM).

The results for the direct paths indicate that clan and hierarchical cultures are positively related to EO. As for the moderating effect, only one generation of the family involved in management tends to stimulate a stronger relationship between the clan culture and the EO. In contrast, when multiple generations exist, the positive relationship between the EO hierarchical culture becomes stronger. Furthermore, this study found different relationships between organizational culture and each of the EO dimensions (proactiveness, innovativeness, risk-taking, competitive aggressiveness and autonomy) and differences in the moderating effect of generational involvement.

Unlike the findings of Cherchem (2017), the authors observed that, in addition to clan culture, hierarchical culture can also act as an enhancer of entrepreneurial strategies. On the other hand, generational involvement influences the relationship between organizational culture and the level of EO (and its dimensions), reinforcing those internal family characteristics that can foster entrepreneurial strategies in family businesses, whose findings align with Cherchem (2017). Moreover, it contributes to the investigation of each of the dimensions of EO separately.

This paper explores the drivers and inhibitors of the transition of entrepreneurial family firms from small to large firms. We adopt two contrasting theoretical perspectives, i.e. agency and stewardship, to explore the effects of family power on size transition.

We adopted an original research design that leverages a unique longitudinal database built starting from the list of the 500 best Italian manufacturing family firms published by the AUB Monitor in 2018. Specifically, we tested our hypotheses using a comprehensive set of financial and governance data from 89 Italian manufacturing family firms covering a 10-year period. To test our hypotheses, we conducted a survival analysis using a Cox regression.

We find an inverted U-shaped relationship between family involvement in ownership and size transition: size transition is more likely to happen at intermediate levels of family involvement in ownership. Additionally, our analysis shows that family involvement in the board of directors negatively impacts size transition, while the presence of a family CEO has a positive influence.

To the best of our knowledge, this study represents the first exploration of the phenomenon of size transition within entrepreneurial family firms. We believe it was worthwhile for two reasons. First, small size is frequently regarded as a weakness when competing in international markets, investing in R&D, or rewarding shareholders. Second, since small family firms are the major contributors to the world economy, understanding the factors that facilitate their transition to large firms can have a significant impact on overall economic development and prosperity.

This paper aims to investigate the impact of family involvement in ownership and governance on the quality of internal auditing.

Leveraging a hand-collected data set of listed family firms from 2014 to 2020, this study uses regression analyses to investigate the impact of family ownership, family involvement on the board, family CEO and the generational stage of the family business on the quality of internal auditing.

The results provide evidence that family ownership is positively associated with the quality of internal auditing, while later generational stages of family businesses have the opposite effect. Additional analyses reveal that the presence of a sustainability board sub-committee moderates the relationship between generational stages of family businesses and the quality of internal auditing function.

This paper does not consider country-institutional factors and other potentially family-related antecedents or governance factors that may affect the quality of internal auditing.

The results are informative for investors and non-family stakeholders interested in understanding under which conditions family-related factors influence the quality of internal auditing functions.

This study offers fresh evidence regarding the relationship between family-related factors and the quality of internal auditing and board sub-committees that moderate such a relationship in family businesses.

By investigating the reactions of family businesses to COVID-19 pandemic this article aims to explaining how family firms are capable to preserve employment during hardship.

Stemming from resource-based-view, we theorise that familiness is not directly associated with new hiring but instead fully mediated by pivoting strategic decisions (the propensity to transform the business).

Our findings show that familiness triggers pivoting strategic decisions and consequently increases the likelihood of new hiring. Additionally, we found that the involvement of multiple generations strengthens this relationship.

Family firms must consolidate their family human and social resources (familiness) and assure the presence of multiple generations in the firm because they can leverage their entrepreneurial disposition and increase the need to preserve employment and new hires during crises.

The main contribution lies in the explanation of the mechanisms that family firms deploy to overcome a crisis and thus explains why some family firms are more resilient than others in relation to firm’s employment during hardship.

Under the background of continuous sluggishness of the real economy and expansion of asset sectors, the Chinese economy exists a trend of “from the real to the virtual.” Managing the corporate financialization is the key to prevent the real economy “from real to virtual.” The paper explores the influence of family involvement on corporate financialization since family firms are an important proportion of real sectors.

Based on Socioemotional Wealth Theory, this paper makes empirical study using the data of Chinese A-share listed companies from 2008 to 2022 to explore the influence of family involvement on corporate financialization, mainly from the perspectives of family engagement, family identity of CEO and family control power.

These are the findings: (1) Family engagement will inhibit corporate financialization; (2) Compared with employing external managers, family members acting as CEOs will decrease corporate financialization; (3) The proportion of family ownership is negatively correlated with the level of corporate financialization.

The originality of this paper include these: (1) Analyzing the differences in the financialization of real enterprises with different characteristics and attributes; (2) Expanding the research on the internal motivation of the financialization of the real enterprises, and supplementing the research literature on family firms and corporate financialization; (3) Exploring the internal influence mechanism of financialization of family firms under the background of Chinese culture.

This study aims to address two research questions: Do the decision modes on foreign partner selection post-entry vary between different types of family small and medium enterprises (SMEs)? How does socio-emotional wealth (SEW) affect (if so) decision modes in international partnership post-entry decisions (e.g. engagements with or changes of international partners) in different types of family SMEs?

This study employs a qualitative case study design of different types of family SMEs, namely, one family firm with a high level of family involvement in the internationalisation activities of the firm (FMH) and one family firm with a low level of family involvement in the internationalisation activities of the firm (FML).

The case study evidence indicates different decision modes on foreign partner selection post-entry in the investigated family SMEs: a bounded rationality mode in the FMH firm and a real option reasoning in the FML firm. The bounded rationality mode was linked with the appearance of SEW goals in the FMH firm, which in turn led to foreign partner engagements resulting also in a low speed of internationalisation growth. In contrast, the real option reasoning mode in the FML firm was not linked with SEW goals, and it led to international partner changes, resulting in a speedier internationalisation growth.

This study unearths the case that different types of family SMEs can employ different decision modes in their international partnerships, whereas SEW tendencies do not always appear.

This paper aims to examine the effect of family control on corporate anticorruption disclosures of UK publicly listed firms and whether female board directors moderate the latter relationship.

This paper uses Poisson regression analysis for a sample of 1,546 FTSE 350 firm-year observations. Weighted least squares and propensity score matching are then used to assess the robustness of the findings.

The results show that family ownership and involvement are negatively associated with anticorruption disclosures. The tests of moderation indicate that female directors decrease the negative effect of family control on anticorruption disclosures.

To the best of the researcher’s knowledge, this paper is the first to investigate the impact of family control on anticorruption disclosures while taking into consideration the moderating effect of female directors.