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Family business firms (FBFs) constantly struggle with the challenge of successfully reaching and surviving beyond the third generation. Narrative or storytelling is frequently used in business to transmit knowledge, achieve goals, create and maintain a connection with stakeholders, and achieve sustained growth. Most FBFs consciously or unconsciously use narrative and possess their own discourse, which is unique to every family and family business and which may aid FBFs in achieving continuity. FBFs must have an adequate atmosphere of collaboration and cooperation so that group members can transform acquired tacit knowledge through storytelling into explicit action. FBFs should be prepared to help collaborators and other stakeholders build competencies since tacit knowledge transfer, through narrative, can aid in the solving of problems, enhance innovativeness, and improve strategic decision-making. Therefore, narrative may well aid FBFs in fulfilling their ultimate goal of continuity. The purpose of this chapter is to evaluate the potential influence of narrative on FBFs’ continuity and prevention of their precipitous expiration. This chapter contributes to previous literature that sheds light on the narrative implications of FBFs, and depicts FBFs’ narratives and the dynamics of their business objectives, as well as touches on the heterogeneous nature of each family business’ storyline. There are various advantages to FBFs’ storytelling; perhaps the most noteworthy is the achievement of sustained business growth and continuity.

The increasing pace of global competition has recast the balance between multinational corporations’ (MNCs’) needs to protect the knowledge that underlies their competitive advantages and their needs to continually create new knowledge. This essay will discuss MNCs’ knowledge-seeking strategies as industry-level phenomena. I will argue that knowledge-seeking strategies demand a concept of industries both as arenas for competition and as global knowledge networks within which firms collaborate to innovate. Contemporary MNCs face challenges to function not only as self-contained production systems that internationalize in the search for efficiency and markets, but also as open systems globally seeking knowledge and innovations. Metanational strategies and organizations represent a new response to these challenges. I present empirical evidence of distinctive metanational industry opportunities and organizational responses from the emergence of the global flat panel display industry. The essay concludes with a framework that outlines the characteristics of a global knowledge-driven generic strategy as an alternative and synthesis of generic product-driven strategies of cost-leadership and differentiation.

The received Austrian theory of entrepreneurship is considered in light of the generation of knowledge. It is suggested that learning involving more than the discovery of profit opportunities provides a way to endogenize knowledge and to expand the scope of entrepreneurial activity. The theoretical and applied aspects for entrepreneurial studies of this approach are discussed.

This chapter attempts to overcome the lack of theory development in the human side of mergers and acquisitions by synthesising key climate, knowledge generation and leadership frameworks. The chapter aims to identify the key roles that climate plays during M&A and how leadership can positively influence climate in order to improve M&A organisational outcomes. The chapter establishes that climate could be a key ‘systems variable’ during different M&A stages and influences the generation and transfer of actionable integration knowledge among individuals. The role of leadership and its relationship to climate's impact on M&A are developed. The chapter uses the concept or vision of ‘making fire’ or ‘kindling the flame of fire’ to assist leaders to conceptualise their role and the underlying processes at play. Finally, propositions have been developed to assist future research.

This chapter aims to identify the main determinants that define the architectural properties of network emergence and significantly influence the dynamics underlying network evolution in time. The identification and analysis of these determinants, as well as the dynamic processes tied to them, allows to appreciate the competitive bases and consequences of network morphology. To this purpose, using a complex systems perspective as an integrative conceptual approach, we represent networks as complex dynamic systems of knowledge and capabilities. We perform a comparative in-depth analysis of the processes underlying the emergence and evolution of STMicroelectronic's global network and of Toyota's supplier network in the US so as to allow an elucidatory empirical assessment of the theoretical representation elaborated in the article.

In this chapter, I highlight the need to turn the institutional ethnography (IE) lens of enquiry onto IE itself, and consequently, the importance for institutional ethnographers to attend to their standpoint in taking up and activating their understanding of IE. Many, including Wise and Stanley (1990) and Walby (2007), celebrate Smith’s sociology but raise important ontological and epistemological questions about IE’s own recursive power. While IE has developed from a critique of wider sociological inquiry, it is troubled by the institutional ethnographer’s own standpont when using IE uncritically, without reflexivity of their standpoint in relation with IE and knowledge generation. IE stands in relation between the researcher and the everyday of the research participants in a local research context that is particular and plural, situated and dynamic. The chapter highlights a particular critique by Dorothy Smith of Pierre Bourdieu’s concept of habitus as a “blobontology,” yet considers the theoretical similarities between Smith and Bourdieu. I argue that institutional ethnographers and IE itself are not be immune from the kinds of unravelling that Smith undertakes of other approaches to sociological inquiry. Researcher standpoint, reflexivity, and their relation to knowledge generation are therefore critical aspects of approach without which there is potential to “other” and develop morally questionable representations of people that diminishes the actuality of their subjective experience.

Discourses on critical librarianship have been mainly theoretical. However, discourses with a practical application of Critical Theory in librarianship, critical librarianship, or library management and operations are limited. Yet, librarianship underscores efficiency and practicality in service provision with the dominant ideology in librarianship being practicality. Based on Critical Theory and emerging power dynamics in e-services, this chapter presents a discussion on the practical application of Critical Theory in academic libraries. The Web 2.0 technologies have triggered a shift in information seeking and use by empowering the academic library users to seek and use information from nontraditional sources. This shift in information seeking behavior and the resultant power dynamics has an impact on strengthening of the academic library as a public sphere; a public virtual space where people can meet and exchange ideas with the eventual outcome of democratization of knowledge. This chapter analyses the practical implications of power dynamics in academic libraries and the need for realignment of academic library functions to key Critical Success Factors (CSFs) including the role of library management, a focus on librarian power, a focus on user empowerment, creating awareness of the Web 2.0 services, and maximizing the use of Web 2.0 technologies. A proper realignment of the shifting power is necessary and must be pursued as a deliberate strategy by academic libraries to facilitate generation and sharing of information. It concludes by presenting the practical implications of power dynamics in academic libraries and recommendations on dealing with the emerging paradigm shifts.

The chapter analyzed the knowledge transfer processes of the Latin American academy to the actors in its environment, and the Science, Technology, and Innovation policy that facilitates or inhibits the processes of generation and use of this university knowledge. The cases of Argentina, Brazil, Chile, Colombia, and Mexico were analyzed to understand the practice of the university knowledge transfer model at different levels – strategic, organizational, and operational – and the complexities involved in the process. It was evidenced by the urgent demand for the transformation of the Latin American University through sustainability and digitalization approaches to be a catalyst for development in the region. The chapter closes with a critical analysis of the phenomenon, future lines of research, and implications of the praxis.