Search results

This article aims to explore how Japanese women with younger children changed their commitment to the labour market between 2000 and 2019 by comparing mothers in three-generation and nuclear family households.

Japan currently has the highest ageing rate in the world at nearly 30%. Since the 1990s, employment flexibilization and women's labour market participation have proceeded in parallel, and the conservative family values of the patriarchy and gender division of labour that have provided intergenerational aid for care within households have been shrinking, by conducting a descriptive analysis of the Labour Force Survey (LFS).

This study identified that a conspicuous increase in part-time employment among mothers in both household types and a decrease by half in the working mother's population in three-generation households. These results suggest that the function of inter-generational assistance by multi-generation cohabitation, which was once thought to be effective in helping working mothers with younger children, is declining.

A study examining the transformation of mothers' employment behaviour differences between three-generation households and nuclear family households is rare. This paper makes a new contribution to the research regarding the grandparents' caregiving, household types and mothers' employment.

The aim of this paper is to analyse the role of communities of practice (CoP) as knowledge-sharing tools in family small and medium-sized enterprises (SMEs). In this context, CoPs that jointly involve family and non-family members are expected to act as knowledge-sharing tools.

This paper employs a multiple case study methodology, analysing the cases of six small companies in different sectors and countries over a period of 8 years. Both primary and secondary data are used.

The results show the role CoPs play in involving family and non-family members in empowering knowledge-sharing initiatives. A CoP's role in knowledge sharing depends on the presence (or lack) of a family leader, the leadership approach, the degree of cohesion around shared approaches and values within the CoP, and the presence of multiple generations at work.

This paper contributes to the literature on knowledge sharing in family businesses, by exploring for the first time the role of the CoP as a knowledge-sharing tool, depending on families' involvement in the CoP.

The purpose of this study is to understand venture capital family businesses (VCFBs) governance of portfolio companies through the deal process.

This study applies a theory-developing approach. A model of VCFB governance is developed whose key aspects are illuminated by four examples (cases) of VCFBs.

Recent research suggests that a venture capital firm's corporate deal processes can be divided into the pre-deal, deal and post-deal phases. Based on the age, size and succession dimensions, propositions for how a governance trajectory develops for VCFBs, affecting the deal process of target family firms (TFFs), are presented. These propositions highlight how the family owners' actions and behavior are related to VCFB governance, which in turn, influences the three phases involved in making an investment.

The propositions suggest how personal and administrative VCFBs' governance of the deal process of portfolio companies is significantly affected by centrifugal and centripetal forces that drive the respective types of governance where third-generation family owners appear as changers of governance approach.

The purpose of this paper is to explore leadership succession in families in business. Although there is a vast amount of research on leadership succession, no attempt has been made to understand this phenomenon by using an intergenerational learning approach. By applying the Double ABC–X model, the authors discuss how resilience is developed through intergenerational learning during family leadership succession in business.

Based on a single case, the authors define pre- and post-event parameters of the business family under study and use the Double ABC–X Model as an analytical framework. Individual and pair interviews, as well as a family firm workshop, were undertaken following an action research approach using multiple interventions. The qualitative data were collected by reflective journals, field notes and observation protocols. Finally, the authors analyze the data according to a circular deconstruction strategy.

The authors find specific pre-event stressor parameters related to mutual mistrust, independent decision making and non-strategic transmission of power, knowledge and responsibility from predecessor to successor. The intervention based on the intergenerational approach during the post-crisis phase focuses on problem solving and coping within the new situation of co-habitation among the two generations. The intergenerational learning approach based on pile-up of demands, adaptive resources and perception is the source of family adaptation. Additionally, the power of the narrative to reflect past events and project the future seems to the point where the family starts developing resilience.

The way family businesses deal with critical and stressful events during leadership succession may lead to intergenerational learning, which is a source of resilient families. The authors apply the Double ABC–X model to understand family leadership succession in business and further develop it to explain how families develop resilience.

Although the leadership training and development industry generates billions of dollars each year, some countries lag behind. This article explores one program’s attempt to expand leadership training and development opportunities in Nicaragua. The Leadership Trainer Certification Program (LTCP) is designed to prepare those who are responsible for the leadership development of others with the knowledge, skills, and facilitation techniques to effectively train others in leadership. In this article, we detail qualitative narrative data from one participant’s experience to share how he translated his learning into his leadership training and development practice. This article illuminates how leadership train-the-trainer programming can re-shape the leadership landscape, especially in places like Nicaragua and throughout the Global South.