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This research seeks to understand the drivers of outward foreign direct investments (FDIs) by state-owned emerging economy firms, the characteristics of their overseas FDI projects and investment locations, and the effects of home and host institutions on the market entry strategies, taking into account the legitimacy of state ownership.

The discussion is based on a comprehensive review of conceptual and empirical literature, as well as case studies available from recognized journals in the field.

State-owned emerging economy firms pursue outward FDIs to respond to policy incentives of the home government and to reduce its political influence over the firm. FDI projects are often large and risky and have low business values. They often enter countries where state ownership is perceived as more legitimate while engaging in legitimacy-building activities in these countries. When their home country has a high level of institutional restrictions, they are less likely to use acquisitions or hold high levels of equity control in foreign subsidiaries. To strengthen local legitimacy, they often use greenfield investments or share equity control with local firms in foreign subsidiaries, particularly when the host country is endowed with strategic assets or when it has a high level of institutional restrictions. However, when having high levels of state ownership or strong political connections, they often commit a high level of resources and hold a high level of equity control in foreign subsidiaries.

The literature mostly investigates the FDI of firms that are structurally separate from the institutions. When the institutions are endogenous as presented in this research, their strategic choices are substantially influenced by noncommercial political motives and perception on their political image.

This chapter reports the results of an empirical study on the “gender–performance gap,” the alleged difference in business performance between firms started or owned by females and males. Although numerous studies have compared the business performance of firms started by or owned by female and male entrepreneurs, most research to date has employed financial performance metrics and has often produced inconsistent results. The present research compared gender-based business performance by examining self-perceptions of a large sample of female and male Black and Mexican-American entrepreneurs. As such, the present study overcame several limitations of prior gender–performance gap research and addressed entrepreneurial groups seldom studied. While there were no perceptual differences between female and male entrepreneurs surveyed regarding the performance of their respective businesses, Mexican-American entrepreneurs surveyed perceived the performance of their business as being better than Black entrepreneurs surveyed, and this result held for both females and males. Findings from the study provide insights into the perceptions held by Black and Mexican-American female and male entrepreneurs and provide a context for further race and gender studies.

The success rate of business rescue in South Africa is concerningly low as it currently ranges between 10% and 12%. This study intends to make a positive contribution towards addressing this problem by obtaining insight from professional business rescue practitioners regarding the feasibility of making use of the practice of business rescue to assist South African state-owned enterprises to avoid them going into insolvency and indefinitely stopping operations. This study, which is a generic qualitative study, will rely solely on the experience and insights of the business rescue practitioners in order to obtain a better understanding of the problem at hand. Nine participants were interviewed during September and October 2020. The study found that business rescue practitioners are confident that the business rescue proceedings are a solution to preserving state-owned enterprises. However, the level of political interference by the unions, government officials, and also the continued bailouts from the government to support these state-owned entities are some concerns raised by the participants as they hinder the effectiveness of the proceedings with regard to state-owned enterprises. Academically, the study expands to the literature on business rescue in the context of state-owned enterprises and what challenges are hindering the process. For managers, the study identifies the key constraints which are most likely to be encountered when conducting business rescue proceedings in a state-owned enterprise which, if not observed, will negatively impact the success rate.

Alternative enterprises – organizations that operate as a business while still also being driven by a social purpose – are sometimes owned by workers or other stakeholders, rather than shareholders. What role does ownership play in enabling alternative enterprises to prioritize substantively rational organizational values, like environmental sustainability and social equity, over instrumentally rational ones, like profit maximization? We situate this question at the intersection of research on: (1) stakeholder governance and mission drift in both hybrid and collectivist-democratic organizations; and (2) varieties of ownership of enterprise. Though these literatures suggest that ownership affects the ability of alternative enterprises to maintain their social missions, the precise nature of this relationship remains under-theorized. Using the case of a global, social, and environmental values-based banking network, we suggest that alternative ownership is likely a necessary, but not sufficient, condition to combat mission drift in enterprises that have a legal owner. A supermajority of this network’s banks deploy alternative ownership structures; those operating with these structures are disproportionately associated with social movements, which imprint their values onto the banks. We show how alternative ownership acts through specific mechanisms to sustain enterprises’ missions, and we also trace how many of these mechanisms are endogenous to alternative ownership models. Finally, we find that ownership models vary in how well they enable the expression and maintenance of these social values. A ladder of mission-sustaining ownership models exists, whereby the dominance of substantive, non-instrumental values over operations and investment becomes increasingly robust as one moves up the rungs from mission-driven investor ownership to special shareholder and member-ownership models.

A special type of interaction and relationship exists between owners and public companies. Applying the business relationship perspective to owner relationships has some interesting implications. Contemporary theory assumes that the role of the owner is mainly providing financial resources (funding). Taking the business network perspective, the owner’s relationships are also important as these influence and shape interaction patterns including business relationships and thus the business network. Prior research has shown that the owner – especially if it is a business unit – can be directly involved in both the choice and development of specific customer and/or supplier relationships. These influences from owners can be much more important for the development of the company in question than providing financial resources. One consequence of applying this relationship view on ownership is that it offers the possibility of discussing public ownership in a similar way as private ownership.

The privacy calculus based on a single stakeholder failed to explain users' co-owned information disclosure owing to the uniqueness of co-owned information. Drawing on collective privacy calculus theory and impression management theory, this study attempts to explore the co-owned information disclosure of social network platform users from a collective perspective rather than an individual perspective.

Drawing on collective privacy calculus theory and impression management theory, this study explores the co-owned information disclosure of social network platform users from a collective perspective rather than an individual perspective based on a survey of 740 respondents.

This study finds that self-presentation and others presentation directly positively affect users' co-owned information disclosure. Also, self-presentation, others presentation and relationship presentation indirectly positively affect users' co-owned information disclosure via relationship support. Furthermore, personal privacy concern, others' privacy concern and relationship privacy concern indirectly negatively affect users' co-owned information disclosure via relationship risk.

The findings develop the theory of collective privacy calculus and impression management, which offer insights into the design of the collective privacy protection function of social network platform service providers.

This chapter takes a socioemotional wealth (SEW) perspective to explain the adoption of human resource (HR) practices in family-controlled firms. Previous studies on human resource management (HRM) in family firms have focused only on a small range of HR practices and have rarely utilized strong conceptual frameworks. As a result, these studies have overlooked important factors that contribute to the distinctiveness of HRM in these organizations. Based on ample evidence that shows family businesses' preference for non-economically motivated objectives collectively labeled as SEW, we propose that the presence of SEW influences HR practices in family firms.

Consequently, we reexamine existing empirical evidence of the determinants of HRM in family-controlled firms under the SEW approach. We also reinterpret existing theoretical models of family-controlled firms and their implications for HRM under the SEW umbrella. Our final goal is to establish an integrated framework through a set of sound propositions on HRM in family businesses. By integrating the literature, we aim to fill theoretical gaps in our understanding of the determinants of HR practices in the family business context and direct future research in this area.

This study explores the different survival strategies employed by family-owned small and medium-sized businesses in Nigeria. The study delves into the dynamics of ensuring business continuity from founders to successors and identifies the success factors that can facilitate seamless leadership transition outcomes.

This study utilised a qualitative multiple-case study approach, with the population consisting of founders from three medium-sized family businesses in Nigeria. Semi-structured interviews were the primary data collection tool used in the study. Furthermore, company documents were analysed to gain further insights into the leadership transition strategies employed in the selected businesses.

Successful transition and survival of family businesses are dependent on the founder's desire and support for transition, successor preparation, building trust and credibility in successors, and instilling a clear vision for the business.

The study's findings will provide valuable insights to leaders of family-owned SMEs, specifically in the development of effective leadership transition action plans. It should be noted that the study is limited to three family-owned businesses in two locations in Nigeria, which may restrict the generalisability of the findings. Despite this, the study offers novel contributions to the current literature by presenting practical strategies for achieving the survival of family businesses in an emerging economy.

This study proposed strategies for business survival, continuity, sustainability and seamless leadership transition for small and medium-sized family-owned businesses. Importantly, the study recommends action plans for present and prospective family business leaders to deepen succession pathways.

This paper aims to adopt a comparative method using case law, statutes and secondary literature across both jurisdictions. This paper also draws on various theories of property ownership.

This paper conceptualises the legal relations embedded within condominium housing and the various theories of property ownership to ascertain how children’s interest fit within this framework. The laws of two jurisdictions, New South Wales and Singapore, are examined to determine how their strata law responds when children’s safety is at stake.

Drawing on pluralist moral theories of property law, the thesis advanced is that children’s issues within condominiums should not be subject to majoritarian rule especially when their safety is at stake. The paramount guiding value should be ensuring their safety within multi-owned housing communities. Using the law of two jurisdictions, New South Wales and Singapore, the central argument of this paper is that the law in these jurisdictions has rightfully adopted a protective approach towards children in multi-owned properties where their safety is at stake.

The literature on the law of multi-owned housing has largely focused on governance issues such as mediating between the majority owners’ interest with that of the minority owners’ interest. Children in multi-owned developments remain an under investigated area as children’s interests do not fit within the paradigm of majority versus minority interests. The paper advances the argument that children’s interest should be viewed through either a rights-based theory or pluralists’ theories of property law. Lessons from the New South Wales and Singapore experience are also drawn which might prove useful to other jurisdictions.

State-owned firms play important roles in Chinese cross-border acquisition (CBA) activities. However, compared with private firms, state-owned firms have a lower likelihood of acquisition completion and take longer to complete a deal. This paper aims to determine why this phenomenon exists and how state-owned firms can overcome the constraints of their identity.

By integrating organizational learning theory with institutional theory, this paper attempts to answer the research questions from a legitimacy perspective. Employing Chinese CBA data from 1982 to 2014, the authors use a logit model and a random effects model to test the hypothesis.

The results show that a state-owned identity easily causes legitimacy concerns among host country regulatory agencies; thus, it may result in longer and more uncertain evaluation behaviors, which lead to a lower likelihood of CBA completion and a longer deal duration. Only experience with failed acquisitions can increase CBA completion probability. Furthermore, in very complex decision-making environments, such as that surrounding deal duration, only specific types of experience (i.e. experience of failed international acquisitions) can trigger learning behavior, whereas general experience (i.e. failed acquisition experience) has little influence. Favorable bilateral relationships may not improve the completion rate and efficiency of state-owned firms, but high-quality host country institutions lead to a higher likelihood of CBA completion among state-owned firms; however, this may be not conducive to decreasing the time needed to complete an acquisition deal.

First, by discussing the completion rate and duration of CBAs conducted by state-owned firms and analyzing the factors that influence them, this paper enriches and develops the theory of organizational overseas mergers and acquisitions (M&As). Second, by adopting a legitimacy perspective and integrating institutional theory, the authors theorize how state-owned status influences firms’ M&A completion rate and time and test the hypotheses empirically; thus, this paper improves and deepens institutional theory. Third, by discussing how different types of experience (i.e. successful experience vs failed acquisition experience) influence the acquisition completion rate and duration and how general experience and specific types of experience affect these two dependent variables differently, this paper explains how state-owned firms can learn effectively from experience, contributing to organizational learning theory.