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This paper aims to review some trends in global corporate citizenship branding stories and consumer values. The focus is on the triple bottom line and teamwork in organisations.

Some implications for the individual employee's occupational citizenship and the development of emotional regimes in teams are considered. A suggested alternative triple bottom line is proposed. The other elements of the “triple bottom line” are not neglected but nested within the typical interpretation of three Ps as an emergent alternative triple bottom line.

This alternative triple bottom line involves a set of emotional and identity issues spiralling around the nature of the emotional relationship that various stakeholders have with any particular organisation's brand story. It is suggested that there is a convergence of values around key issues of consumer ethics, corporate citizenship and sustainability relating to personal as well as product image.

This paper suggests that in the twenty‐first century sustainability will be better secured when organizations begin to seriously address their own emotional ecologies. A set of ten practical steps that could be taken are briefly outlined.

This paper considers the relatively under‐researched topic of emotional aspects of sustainability and specifically applies this to work carried out on MBA teams.

The research asked: How do daughters take the lead in their family businesses? What are the relevant issues that characterize the succession process for daughters, what are the attributes of daughter successors, and what, if any, features distinguish their leadership style?

Qualitative research comprised reflective interviews with 14 daughter successors. Thematic data analysis was used to analyze data, build models and link to previous research.

The shifting landscape of women's roles in family businesses is evidenced through the experiences of daughters who have taken over the top leadership positions in their family firms. Skill and commitment override gender in successor selection. The women were intrinsically motivated to take over their family businesses and owned significant shares in their firms. The findings confirm the centrality of the successor‐incumbent relationship and reveal mentoring, frequently by the incumbent, as the principal vehicle for the transfer of business leadership. Emotional competence emerged as a key successor quality.

This research is based on a single perspective, that of the successor. The accounts may include elements of performance, that is, selection of content based on the audience and the participant's desired results.

The paper provides an alternate view to female invisibility in the family business, and the practice of primogeniture. This is new research on succession and women's roles in family business.

Women are becoming more and more visible in family firms. They appear to be the adhesive that bonds the family together and may, therefore, help explain why some families are a key source of strength for their business while others struggle to maintain family harmony and business success. Yet, these women face many challenges in working for their family’s business. In this chapter, we offer a brief review of the literature as related to the historical perspectives in terms of CEO wives and daughters and concerns about primogeniture. We conclude with a discussion on progress and capture the experiences of women working in their family’s business.

This study examines how women and men in family firms respond differently when asked about perceptions of financial performance. The study poses three research questions around this topic: Are there differences among female and male responses, do those perceptions change if men and women are leaders of the family business and does the family's socioemotional wealth (SEW) influence such responses.

This study uses a quantitative research design to determine if financial performance perceptions of family firms differ based on the gender of the respondents and their leadership position, and second, if SEW's dimensions influence those perceptions, using data from the Successful Transgenerational Entrepreneurship Practices (STEP) survey in 2015.

The findings indicate that due to the lack of theory regarding gender as a social construct, empirical data collected for family business studies should take under consideration if respondents are women, men, leaders and the family influence in the family business when collecting data from surveys and asking for perceptions of financial performance. Results show that women in family businesses tend to have more positive perceptions of financial performance than men, but if women are leaders, those perceptions not only decrease but become negative. In addition, the family's socioemotional wealth (SEW) exacerbates those tendencies.

This study contributes to the literature by helping to understand the potential limitations of subjective measures of financial performance, as women increasingly become family business leaders. It also contributes to gender studies by demonstrating that there is a lack of gender theoretical perspectives specifically, gender roles, suggesting that differences in self-promotion and self-evaluation between men and women leaders of their family firms. Finally, this study adds to the study of SEW as a multidimensional construct by showing the different effects, or lack of them by each dimension and showing the strong effect of family continuity on the perception of financial performance.

This chapter explores how next-generation women owners participate and contribute to their families’ single-family offices (SFOs). To examine this issue, we analyze 12 SFOs from Europe, North America, Latin America and Asia Pacific.

Our results show that daughters actively participate in philanthropic efforts, community-based entrepreneurship projects and family council meetings. Yet, they are rarely involved in the SFO investment committees or board of directors. Moreover, female next gens are less likely to propose new business ventures to the family council or SFO board of directors. Apparently, daughters are not as encouraged as sons to create their own for-profit start-up. Family inclusive values and culture, parental influence and/or sibling’s encouragement, the presence of female role models, and the existence of a gender-diverse SFO top management team positively influence the way women owners relate to and connect into the SFO.

We realize, too, that when women owners are not involved in the family council, less family-related activities are promoted. Occasional family-related activities are associated with the family council limited operation and null vision of intergenerational wealth transfer. Further findings are grouped in five major themes: (1) Motivation to set up the SFO, (2) SFO activities, (3) New business ventures, (4) SFO governance structures and (5) SFO strategy and vision. Based on the SFO strategy, vision and activities, we identified four types of SFOs: The SFO as a Legacy School, as an Entrepreneurship School, as a Community School, and as a Decorative-Investment Arm.

The past decade of empirical research has established a body of knowledge about family business. A summary of this body of knowledge can be a guide for the content of family business instruction. One such summary now exists. A recent study compiled and assembled the dependent variables used in family business research (Yu, Lumpkin, Brigham, & Sorenson, 2009). This paper summarizes the findings of that study, discusses the extent to which course content in family business matches the current state of the field, and comments about possibilities going forward for courses in family business. Two textbooks are used to illustrate current course content: Family Business by Poza (2007) and Strategic Planning for the Family Business by Carlock and Ward (2001).

The purpose of this paper is to assess the contribution of “Matriarchy” to the entrepreneurship and family business literature. The literature on gendered aspects of entrepreneurship is expanding and maturing in its level of theoretical sophistication and subject coverage. At the same time, our nuanced understanding of how gender influences entrepreneurial action also expands, as does our appreciation of how men and women do entrepreneurship. It is widely acknowledged that although the theories of entrepreneurship and small business are cognate literature, entrepreneurship has primacy. The heroic male entrepreneur is the master narrative against which we measure other forms of entrepreneurship. The role played by wives, partners, family and employees is often left unstated. In our eternal quest to theorise and explain entrepreneurial action in its entirety, we seldom consider the explanatory power of the sociological theory of “Matriarchy”. Consequentially, in this theoretical paper, we present and discuss several important aspects of the theory which are applicable to our understanding of the diverse nature of gendered enactment within entrepreneurship and small business in which entrepreneurship provides the action to be measured and small business, the setting in which it is encountered. The work primarily concentrates on the theoretical aspects of Matriarchy as well as building upon the extant literature of entrepreneurship, gender and small and family business.

The literature on Matriarchy is presented and analysed in conjunction with appropriate texts from the above literature. The readings help construct a theoretical framework which is tested against narratives of Matriarchial figures encountered via research and written up using retrospective ethnography. This unusual qualitative methodology allows the author to test and develop the utility of the theoretical framework. The resultant narratives and vignettes are both illuminating and enlightening.

The stories of the Matriarchs illustrate how gender differences impact upon entrepreneurial identities and the everyday practicalities of doing business. While the male head of the family may be the titular business owner, many privately defer to the Matriarchal voice which acts as a positive driving force in business, binding a family together.

The theory of Matriarchy offers another powerful explanatory variable in how gendered relationships influence entrepreneurial identities and in making the theory the focal point, we can avoid some of the common assumptions we make when we concentrate on entrepreneurship as the key variable. In perpetuating heroic entrepreneurial narrative as success stories, we as the ultimate consumers of such socially constructed fiction are also complicit. This article, therefore, has the potential to influence how we as authors of such narratives narrate stories of women in family business.

The paper challenges the universality of traditional renditions of family businesses as entrepreneur stories. It re-examines and challenges accepted wisdom building up a discussion, which confronts accepted theories of entrepreneurship and family business.

The purpose of this paper is to review the literature concerning the negative effects of conflict among family businesses and to make practitioner focussed recommendations for the prevention, management, and resolution of conflict. This paper discusses the prevalence of conflict in family firms, differentiates the types of conflict present, and recommends proven approaches to prevent and manage the conflict, with a focus on corporate governance tools. Examples of well known companies are presented.

A review was conducted of the literature concerning family business conflict and corporate governance.

Conflict is a common problem in family firms that has significant consequences for the business and the family. Research has shown effective governance may reduce and manage conflict.

This was a literature review. As such it did not perform original research.

This paper has practical implications for family business practitioners. The paper offers the negative aspects of conflict and recommends effective mechanisms such as governance tools to enable the prevention, management, and resolution of conflict.

Implications exist for practitioners and policy makers in order to reduce conflict and increase the viability of family firms.

The scholarly literature has been reviewed and synthesized into distillation for family business owners.