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The purpose of this paper is to provide trilogy in the emerging market for the establishment of business, economy and environment which is the new word for the development of any nation to attain sustainable development. This research explores the prospective crowdshipper's willingness to participate in crowdshipping services through a motivational factor.

To understand the trend and future of this concept, Google Trends Analysis (GTA) has been used. The theoretical model has been validated empirically using a survey of 287 Indian (Generation Y and Z) urban participants, but focused is on Generation “Z” participants and subsequent analysis have been carried out using structural equation modelling.

A theoretical framework has been developed connecting the various factions of the crowdsourcing process thus providing an overall view of the process strategy for logistics start-ups. This conceptual framework of sharing economy in emerging market can benefit the prospective suppliers and their target receivers. Particularly trust in crowdshipper plays a significant mediating role between subject factors and next generation user willingness to participate in crowdshipping services for sustainable last-mile delivery.

The present theoretical foundations and frameworks have been studied to get an idea of the main aspects of the field. It has the potential to provide the impetus for collaboration with the various stakeholders thus achieving the sustainable development process. The practical inference of this study is the usability in terms of the plugin application for e-retailer in emerging markets.

This paper aims to explore and explain following a generational change, the latter generation in Chinese family firm is seen to apply different innovation strategies to thrive in a competitive environment. The Chandlerian perspective on management, marketing and manufacturing techniques (3Ms), derived from American business historian, Alfred Chandler has shown conclusively that one of a small yet established enterprises in Malaysia, London Biscuits Berhad (LBB) was able to capture a larger market by focusing on strategy and structure. This case study analytically and empirically describes the insights surrounding enterprise development among family small and medium enterprises (SMEs) in Malaysia.

By using the longitudinal way to compare the development of family business through time, the historical profiles that were obtained from Malaysia’s companies commission house (Suruhanjaya Syarikat Malaysia) shows how organizational characteristic is often formulated by capitalizing tacit knowledge as a controlled input in the production process while promoting organization capabilities, as generations change. Secondly, findings from the interviews will show how the latter generation of this family firm innovates and adds value in product manufacturing by upgrading its quality, using resources and revitalizing the stages of business cycle.

Findings show that enterprise development is influenced by objective setting during generational change. As time goes by, the next generations have a tendency of minimizing risk and maintaining harmony in the family enterprise. The next generation starts to recruit and retain professional staff while contributing innovative ideas toward the enterprise development, in comparison to the founding generation. The findings also show that diversification activities (manufacturing), improvement in domestic and international networking (marketing) and professional management adoption (management) can clearly be seen in the development of LBB.

This case study traces how organizational and administrative characteristics of a firm are crucial if the enterprise is to capitalize on tacit knowledge and commercialize it through product development. It also clearly indicates that family enterprises may last several generations if the Chandlerian perspective on 3Ms is successfully transferred and practiced among family members.

The selected case study focuses on the Chandlerian concept, which is the contribution of organization capabilities that foster strategic competition. This is done by investigating a successful enterprise run by a prominent Chinese family in Malaysia, which has gone through generational change. This paper proves that strategizing a family enterprise through the Chandlerian concept of 3Ms can transform a small business into a large and successful multinational enterprise.

The purpose of this paper is to examine the family business literature on human resource management (HRM) activities within family-owned businesses to advance theory and practice.

This paper is a review of research on the formation, adaptation, and termination of the employment relationship within family businesses.

Important areas for future research are revealed. For example, little research investigates how family members are recruited, socialized, or how exit decisions are made. In contrast, significant attention has been given to role transitions during succession.

The paper focuses on managing employment relationships (e.g. recruitment, selection, etc.) within family businesses. The research revealed HRM activities within family businesses are often informal so aspects of the employment relationship may not be fully captured by extant research.

This review provides specific HRM suggestions for practitioners to consider. For example, this review highlights that training inside the family business can be as effective as training outside the family business.

This review is novel in applying an established HRM framework to family business research and focuses on HRM activities of family members as opposed to non-family employees. The paper offers considerations for families bringing next generation members into their businesses and preparing offspring to run them successfully.