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Learning in organizations is well-recognized as a key determinant of innovation and success in competitive markets, and a rich literature examines learning mechanisms in large-sized and professionally-run organizations. Relatively little is known about the learning processes in family-run firms, most of whom are small- and medium-sized enterprises (SMEs) led by a single family SME owner-manager connected in a family network. Therefore, the purpose of this study is to investigate how family SME owner-managers engage in learning and how those learning processes are affected by family SME-specific characteristics.

Using pragmatic learning theory as an interpretive lens, this study conducts a qualitative multi-case study involving 61 interviews in family SMEs with family SME owner-managers, family members, employees and customers.

The within- and cross-case analysis helps identify the mechanisms, barriers and enablers of learning and innovation in family SMEs. The study develops and pinpoints the family owner managers’ “functional overload” as a major barrier to learning and employee empowerment, family-members’ support and customer feedback as critical resources in overcoming such functional overload. Yet, these resources turn out to be major amplifiers of functional overload in later phases of the learning process, thus impeding learning and innovation.

The study provides novel insights into learning processes and innovation within family SMEs, outlines the double-edged involvement of family members, employees and customers for learning processes, and provides nuance to pragmatic learning theory.

Both Hungary and Germany belong to the old-world wine-producing countries and have long winemaking traditions. This paper aims at exploring and comparing online branding strategies of family SME (small and medium sized enterprises) wineries at Lake Balaton (Hungary) and Lake Constance (Germany), as two wine regions with similar geographic characteristics.

This paper, based on a total sample of 37 family wineries, 15 at Lake Balaton and 22 at Lake Constance, investigates the differences in brand identity on the website, brand image in social media and online communication channels deployed in both wine regions. The study applies a qualitative methodology using MaxQDA software for conducting content analysis of texts in websites and social media. Descriptive statistics and t-test were conducted to compare the usage of different communication channels and determine statistical significance.

At Lake Balaton, the vineyard, the winery and the family, while at Lake Constance, the lake itself and the grape are highlighted regarding family winery brand identity. The customer-based brand image of Hungarian family wineries emphasizes wine, food and service, with the predominant use of Facebook. In the German family wineries, the focus of brand identity is on wine, friendliness and taste and includes more extensive usage of websites.

The paper deploys a novel methodology, both in terms of tools used as well as geographic focus to uncover online branding patterns of family wineries, thereby providing implications for wine and tourism industries at lake regions. It compares the share of selected most-used words in the overall text in websites and in social media, and presents the key findings from this innovative approach.

Owing to its specificities, the family small and medium enterprise (SME) shows a particular behavior as for the creation, development, sharing, protection and transmission of knowledge. The purpose of this paper is to study the specificities of the processes of knowledge creation and development in family firms.

Through a questionnaire, hypotheses of the model were tested. The study is based on 118 firms belonging to various industries. After evaluating the reliability and validity of the items through exploratory and confirmatory factor analysis, the model was tested through structural equation modeling (LISREL).

The model retained induces the following conclusions. Internationalization knowledge positively influences internationalization degree of the firm. The conservatism of family SME does not directly influence the level of internationalization knowledge. The influence of conservatism on internationalization knowledge is exerted only through the decisional dimension of independence orientation. The independence orientation of family SME, then with its two dimensions simultaneously (decisional and resource independence), does not significantly influence internationalization knowledge. Contrary to decisional independence which influences indirectly the degree of internationalization (through the intermediation of internationalization knowledge), resource independence influences directly the dependant variable. The mediation of internationalization knowledge is thus not totally proven. Social networking positively influences the amount of internationalization knowledge.

A major weakness is the absence of a synchronic approach as the dependent and independent variables are measured at the same moment. A more longitudinal approach would be valuable to analyze the causal relationships between the independent variables and internationalization knowledge and internationalization degree. A second limitation is that the characteristics of the sample may limit the generalizability of the results.

To the author's knowledge, the paper is the first of its kind to examine the knowledge‐based processes in family businesses.

This paper aims to examine how organisational values affect diversity in terms of different competencies in rural family Small and Medium-sized Enterprises (SMEs). Recruiting a diverse workforce in rural family SMEs can be particularly difficult due to the prevalence of internal family values and the lack of available local specialised competencies. A deficiency of diversity in employment and competence acquisition and development can create problems, as it often prevents rural family SMEs from recruiting employees with a wide variety of qualifications and skills.

The study takes on a multi-case method of Swedish rural family SMEs, applying a qualitative content analysis approach. In total, 20 in-depth structured interviews are conducted with rural family SME owners and 2 industries were investigated and compared – the tourism and the manufacturing industries.

Rural family SMEs lack long-term employment strategies, and competence diversity does not appear to be a priority for rural family SMEs, as they often have prematurely decided who they will hire rather than what competencies are needed for their long-term business development. It is more important to keep the team of employees tight and the family spirit present than to include competence diversity and mixed qualifications in the employment acquisition and development.

Contrary to prior research, our findings indicate that rural family SMEs apply short-term competence diversity strategies rather than long-term prospects regarding competence acquisition and management, due to their family values and rural setting, which strictly narrows the selection of employees and competencies. Also, a general reluctance towards competence diversity is identified, which originates from the very same family values and rural context.

The purpose of this study is to provide a nuanced explanation of the linkage between entrepreneurial motivations, job attractiveness and growth of family-owned small and mid-sized enterprises (SMEs) using expectancy and institutional theories.

The data was collected from small family business owners and job seekers in the same companies during interview time using a simple random technique.

The study found that three EMs among small business owners play a pivotal role in family SME business growth in underdeveloped trade regions like China–Pakistan Economic Corridor. These firms are interested in investing in seaport-related commerce, restaurants or hotels and real estate business.

The government, small family business owners, universities and regional youth can use this applied research for their benefits alike.

The study contributes in multiple ways. First, the authors brought a unique context in the emerging economies context of an informal economy like Pakistan. Second, the authors have uniquely tested the moderating role of job attractiveness in the least developed regions. Finally, the authors have integrated family SMEs’ expectancy theory and institutional perspective.

The purpose of this paper is to investigate how a learning organisation can be created within the framework of the family SME in Ireland.

No comprehensive list of independent family businesses in Ireland was available. To overcome this problem a pragmatic approach was taken in the construction of a sampling frame for this research. Primary data from a stratified random sample of independent unquoted businesses were collected. Data were collected from 121 family SMEs using a postal questionnaire.

The results indicate that micro, small and medium‐sized family firms display some of the characteristics of a learning organisation, but not all of them. Therefore, with strategic review, systems development and cultural change within family SMEs in Ireland, they have the potential to be learning organisations.

This study used a single‐respondent, self‐administered questionnaire. Future research should incorporate analysing other members of the family business – family and non‐family members – so as to get a “wider” understanding of the family SME.

A major contribution of this research is the identification of an existing and suitable theoretical background that can be applied to the study of the family SME, thereby providing a frame‐of‐reference for the analysis of family SMEs as learning organisations.

This paper presents original findings in a highly relevant, but under‐researched field – the family SME as a learning organisation.

The purpose of this paper is to examine the training and learning strategies adopted by family businesses in Ireland.

In order to implement the study a database of family businesses was compiled. A number of sources were used to compile the database. Primary data from a stratified random sample of independent unquoted businesses were collected. Data were collected from 121 family businesses using a postal questionnaire.

The key findings of this study are that family SMEs appear to prefer an informal learning strategy than a formal strategy and family SMEs are hindered by the lack of financial resources so as to enable learning and training to occur within the business.

This study used a single‐respondent, self‐administered questionnaire. Future research should incorporate analysing other members of the family business – family and non‐family members – so as to get a “wider” understanding of learning and training in family businesses in Ireland.

This paper presents original findings in a highly relevant, but under‐researched field – family businesses in Ireland, the issue of learning and training of family businesses.

The purpose of this paper is to increase understanding of the internationalization of family firms; to investigate how the framework by Bell et al. on the internationalization patterns of firms could explain the internationalization pathways taken by family‐owned small to medium‐sized enterprises (SMEs); and to identify typical patterns and features in the various pathways taken by family‐owned SMEs.

This paper reports findings from an in‐depth multiple case study with eight Finnish family‐owned SMEs.

The ownership structure had the most important role in defining the internationalization pathways followed by the family‐owned SMEs: a fragmented ownership structure led to traditional internationalization pathway whereas a concentrated ownership base led to born global or born‐again global pathways.

Family entrepreneurs should carefully consider the division of ownership and seek to build new relationships in foreign markets, in addition to their primary co‐operators.

The authors extend the integrative model of small firm internationalization by Bell et al. toward family‐owned SMEs and highlight the most important dimensions in the different internationalization pathways of family SMEs. The ownership dimension is integrated within discussion on differing internationalization pathways. The authors utilize a family business specific perspective (the stewardship perspective), in order to understand the specific features of internationalization among family SMEs, and also how these features differ between family SMEs and other firms.

In this study, we investigated the dilemma of devising an operational family business definition in the SME context. The existing family business literature mostly agrees with the validity of a theoretical model called F-PEC, which identifies family businesses by evaluating three dimensions: power, experience, and culture. Nonetheless, empirical studies on family SMEs still use just one or a few elements with many different thresholds to operationally define family SMEs, highlighting an unsolved definitional divergence among scholars, which limits the possibility of investigating the potential effects of family attributes on firms’ goals, structures, processes, and performance.

Employing ancestry searching, online databases, and issue-by-issue searches from two decades (1990–2019), we analyzed 255 empirical studies that specified a family business’s operational definition (despite posing different research questions) and used a sample of small-sized and medium-sized enterprises (SMEs).

Results showed ownership and governance/management are the most used elements in the operational definitions provided in the literature to date, but that there still is not a universally adopted operational definition of family SMEs in use today.

This paper is one of the first to comprehensively analyze and review the operationalized use of family SME definitions in the literature.

The purpose of this paper is to investigate whether small and medium‐sized family businesses in Ireland have the potential to be classified as learning organizations.

The research methodology adopted for this study is that of multiple‐case studies. In this research, personal interviews were selected as the data collection method. On the basis of Eisenhardt's premise that a study of between four and ten cases is suitable for qualitative studies, a total of six owner‐managers of family small and medium‐sized enterprises (SMEs) were interviewed.

The findings of the case studies support the argument that family businesses have the potential to be learning organizations. However, the extent to which these family businesses are potentially learning organizations depends on the size of the family business and the structure imposed on the business. Micro family businesses struggle to be classified as learning organizations due to the lack of a learning orientation. These businesses lack systems for the monitoring of information and lack the ability to be reactive to market changes. Small family businesses have the potential to be classified as learning organizations. This is due to the fact that small family businesses have learning at the core of their business and systems in place to deal with a learning orientation. Medium‐sized family businesses also have the potential to be learning organizations, although they need to ensure that systems are in place to allow learning to occur.

This paper presents original findings in a highly relevant, but under‐researched field – the family SME as a learning organization.