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Family shareholders expecting to fulfill their responsibility of aligning management interests with shareholder priorities and holding management accountable need a thorough understanding of financial statements. They need to be able to make sense of what the numbers say about the firm and its competitiveness. Financial literacy is, therefore, essential knowledge for every shareholder, not just the ones active in the management of the company. Without it, the desirable alignment of management and shareholders is at risk. Without it, family-business shareholders can easily become just as indifferent or impatient, fickle, and greedy as hedge fund managers and investors on Wall Street. The latter, aided by analysts and the media, often pressure well-managed publicly traded companies into short-term thinking.

This study aims to see the importance of the father's role and the responsibility of ownership in three family companies in Indonesia. The family company's success cannot be separated from the father's role, responsible as the family company's owner. The study used a qualitative approach method. This study is based on interviews with three different family companies. Our findings present that those fathers who have prepared early and involve the second generation in the family business are more adaptable to business. An interesting finding is that it depends, however, on the interests of the next generation. For example, if the next generation prefers operations, this is not easy to reconcile with their father's desire to focus on marketing. In the twenty-first century, especially during the COVID-19 pandemic, entrepreneurship has changed. The family businessman's role is increasingly important amid market dynamics so that it affects globally.

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 need to care for families has been a command focus within the United States military for a number of years. Operations in Afghanistan and Iraq, and the resulting risk and family separation, have made the care of families and their satisfaction with military life enormously important due to their impact on retention, morale, and readiness. The US Army has taken a two-pronged approach to caring for families: (1) family friendly leadership; and (2) family friendly programs and policies. Like many other organisations, the Army has invested heavily in family friendly policies and programs, such as family support groups, affordable childcare, medical care, and systems so spouses can communicate during periods of separation. Over the last 15 years, the Army's focus on families has produced a much improved system of support, resulting in almost two-thirds of spouses rating the Army's family support as excellent or good during the war in Iraq.¹ (Ricks, 2004, p. 9) While family friendly policies and programs are important in reducing work–family conflict and developing commitment, they are only part of the solution, and are much more effective when combined with supportive leadership. By themselves, policies and programs offer an incomplete solution that would achieve only partial success at best, particularly as the level of demands made by the organisation increase.