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To understand how diaspora entrepreneurship evolves and becomes a small-scale emerging market multinational and how this process is enabled.

Case study and ethnographic methods were employed.

Diaspora entrepreneurs can act as change agents who create and penetrate markets under difficult conditions. They are less influenced by institutional voids in home and host countries when they have strong international diaspora networks that enable a connection to resources, overcoming such voids. Diaspora entrepreneurs may be resource-embedded socially in a way that creates superior competitive advantages and reduces liabilities of foreignness and of outsidership.

Diaspora entrepreneurship incorporates invisible and idiographic potential, such as social capital and knowledge networks. These are not available for other non-incumbent companies (e.g., foreign entrants) and are difficult to research due to access barriers.

Perception and active management of network-based resources is important for opportunity and business development. Management in a transition economy context requires holistic views, deep understanding, and working linkages across markets.

Transgenerational entrepreneurship and ethnic traditions are important for the community. Entrepreneurship provides continuity and identity, such as using ethnic language, as well as prosperity and solidarity that are important for supporting cultural identity.

This study connects diaspora entrepreneurship in Central Asia and emerging market multinationals that are small and medium-sized enterprises. Both are underexplored domains, but may share particular institutional settings. Growth and internationalization into a multinational enterprise with an emerging market origin, especially by women entrepreneurs, are rarely studied. This case illustrates the need to capture the processual dynamics, resources, and actor networks, including sociocultural and spatiotemporal factors for better contextualization.

Entrepreneurial orientation (EO) has emerged as a core concept in the field of entrepreneurship. Yet, there continue to be questions about the nature of EO and how best to conceptualize and measure it. This chapter makes the case that EO has grown beyond its roots as a firm-level unidimensional strategy construct and that a new multidimensional version of EO is needed to capture the diverse manifestations and venues for entrepreneurial activity that are now evident around the world – global entrepreneurial orientation (GEO). Building on the five-dimension multidimensional view of EO set forth when Lumpkin and Dess (1996) extended the work of Miller (1983) and Covin and Slevin (1989, 1991), the chapter offers an updated definition of EO and a fresh interpretation of why EO matters theoretically. Despite earnest efforts to reconcile the different approaches to EO, in order to move the study of EO and the theoretical conversation about it forward, we maintain that as a group of scholars and a field, we need to acknowledge that two different versions of EO have emerged. Given that, we consider original approaches to measuring EO, evaluate formative measurement models, consider multiple levels of analysis, call for renewed attention to EO configurations, and discuss whether there is a theory of EO.

Family businesses account for 70% of businesses in Australia, and employ half of Australia's workforce (ASBFEO, n.d). Although they form an integral part of Australian economy and society, the experience of COVID-19 has undoubtedly created both change and challenges for family businesses. Are Australian family businesses ready to manage this change and cope with these challenges? In this chapter we explore this question by discussing the “state-of-the-art” about family businesses in Australia, and present research directions to develop knowledge about the readiness of Australian family businesses to not only flourish but to be sustainable in the post COVID-19 world.

Family governance is a topic of substantial practical relevance that merits much more attention in family business research (Gersick & Feliu, 2014; Suess, 2014). The purpose of this book chapter is to use the framework of a fair process to gain a better understanding of how family governance practices can help an entrepreneurial family firm flourish. Central to the analysis is the case of a 100-year-old entrepreneurial family firm that will serve as a best practice. Interviews with key members of the family and the business were held, and secondary data were gathered and analyzed. The chapter starts with a theoretical outline of the family as strategic resource and the family governance as a mechanism to manage this strategic resource. The principles of fair process are introduced as an underlying framework for the well-functioning of family governance practices. This is followed by the introduction of the case and the discussion of the key findings. This chapter ends with some concluding remarks.

This study investigates the impact of socioemotional wealth (SEW) on family firm entrepreneurial orientation (EO) in Saudi Arabia, and the moderating effect of generational involvement on this relationship. Our data set comprises 241 privately, wholly owned family firms. We examine EO as a strategic orientation expressed in terms of both firm behavior and how managers approach risk-taking attitudinally. Our study finds that SEW is positively related to firms’ entrepreneurial behavior, but not managerial attitudes toward risk-taking. However, the positive effects of SEW on firms’ entrepreneurial behavior diminish as the number of generations involved in the family business increases. The broader implications for enabling entrepreneurship within Arab transforming economies adhering to strong cultural tribalistic norms are discussed.

In this chapter, we explore the impact of socioemotional and financial wealth on the resource management of family firms. We use MoDo, a Swedish pulp and paper firm, covering three generations of owner-managers from 1873 to 1991, to grasp the shifting emphases on socioemotional and financial wealth in the management of the company. Identifying four strategic issues of decisive importance for the development of MoDo, we analyze the organizational values that guided the management of these issues. We propose that financial and socioemotional wealth stand for two different rationalities that infuse organizational values. The MoDo case illustrates how these rationalities go hand in hand for extended periods of time, safeguarding both financial success and socioemotional endowments. However, in a situation where the rationalities are no longer in line with the development of the industry context, the conflict arising between the two rationalities may have fatal consequences for the firm in question.

Purpose – This chapter explores the m+eaning and significance of family business social responsibilities (FBSRs) using a metasystem approach, placing emphasis on the role of the family.

Design/Methodology/Approach – We employ a revelatory case study to investigate the complexity of family business (corporate) social responsibility. The main case, a German shoe retailer, is supplemented by other case illustrations that provide additional insights into FBSR.

Findings – To fully understand social responsibility in a family firm context, we need to include social initiatives that go beyond the actual family business as a unit. This FBSR connects family members outside and inside the business and across generations. As FBSR is formed through individual and family-level values, its character is idiosyncratic and contrasts the often standardized approaches in widely held firms.

Practical Implication – Family businesses need to go beyond the business as such when considering their engagement in social responsibility. Family ownership implies that all social initiatives conducted by family members, regardless if they are involved in the firm or not, are connected. This includes a shared responsibility for what family members do at present and have done in the past.

The Marquis de Sade wrote that people behave differently in separate spaces and that, in different environments, they more easily reveal their true predilections. Throughout de Sade's writings, he reveals ways that hidden rooms, closets, castles, brothels, and monasteries can be used as spaces to unleash inner evil. Conveyed within de Sade's writings are ways in which characters actively change their settings in order to create these heterotopias – or spaces that are separate from normal routines. The role that separate spaces play in maintaining alternative behaviors has not been adequately examined in either de Sade's writings or in heterotopia literature. The purpose of this chapter is to explore the inner workings of a heterotopia frozen in time and space – a small town family business. This query merits exploration because the incestuous, atemporal behaviors that de Sade enacted can manifest themselves in family businesses. To examine this facet of family business, a customized methodology will be introduced – the Sadean duography. This manuscript is beneficial to practitioners in family businesses who seek to understand the hazards of inherting or purchasing new businesses, and to scholars in entrepreneurship and organizational studies seeking a deeper understanding of the role of heterotopias, also known as third spaces.

There exists a shortage of studies that establish linkages between entrepreneurial orientation and debt financing in family businesses. In line with this research stream, the purpose of this chapter is to examine the relationship between entrepreneurial orientation and debt financing of family businesses. Specifically, the study investigates how the five entrepreneurial orientation dimensions – risk-taking, innovativeness, proactiveness, competitive aggressiveness, and autonomy influence family business debt financing. By adopting a qualitative research methodology and based on empirical evidence gathered through a 10-case study design involving face-to-face interviews with owners of family businesses in Nigeria, the study examines the influence of entrepreneurial orientation on debt financing. The results suggest that the entrepreneurial orientation of family businesses seems to play a pivotal role in influencing debt financing. If a firm is entrepreneurial-oriented, it is reasonable to expect that it will focus attention on new and emerging opportunities for obtaining debt financing. The study advances research on entrepreneurial orientation and debt financing in family businesses. It develops an empirically theoretical framework at the intersection of the family business and entrepreneurial orientation research, filling a gap in the literature. Future research could substantiate the findings of this study on a broader empirical base, using quantitative methods. This study offers a new perspective to the study of entrepreneurial orientation and, at the same time, contributes with findings from research on entrepreneurial orientation to the study of debt financing in family businesses.