Research anthology on strategies for maintaining successful family firms:
"This book of contributed chapters discusses the strategies, sustainability, and human aspects of family firms in order to understand what sets them apart from other businesses and how they can survive and compete in a globalized economy"--
Gespeichert in:
| Körperschaft: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Hershey, Pennsylvania (701 E. Chocolate Avenue, Hershey, Pennsylvania, 17033, USA) :
IGI Global,
[2022]
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | "This book of contributed chapters discusses the strategies, sustainability, and human aspects of family firms in order to understand what sets them apart from other businesses and how they can survive and compete in a globalized economy"-- |
| Beschreibung: | 61 PDFs (2 volumes (1146 pages)) Also available in print. |
| Format: | Mode of access: World Wide Web. |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 9781668435519 |
| Zugangseinschränkungen: | Restricted to subscribers or individual electronic text purchasers. |
Internformat
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| 264 | 1 | |a Hershey, Pennsylvania (701 E. Chocolate Avenue, Hershey, Pennsylvania, 17033, USA) : |b IGI Global, |c [2022] | |
| 300 | |a 61 PDFs (2 volumes (1146 pages)) | ||
| 336 | |a text |2 rdacontent | ||
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| 338 | |a online resource |2 rdacarrier | ||
| 504 | |a Includes bibliographical references and index. | ||
| 505 | 0 | |a Volume I. Section 1. Business development, performance, and strategic planning. Chapter 1. Reading between the lines: innovation strategies in small and medium-sized family firms an exploratory study ; Chapter 2. Which competitive strategy fits better to different family-business profiles?: a configurational approach ; Chapter 3. Corporate social venturing: an agenda for researching the social dimension of corporate venturing by family-owned businesses ; Chapter 4. The strategic divestment decision in the family business through the real options and emotional lenses ; Chapter 5. Keys to the survival of the family firm: long-lived family firms ; Chapter 6. The role of family ownership in survival and bouncing back: good and bad news? ; Chapter 7. Performance determinants in family business: linking innovation and internationalisation ; Chapter 8. Internationalization of family businesses: does size really matter? ; Chapter 9. International effect on family SME financial distress prediction ; Chapter 10. The moderating effect of family management on RD productivity in privately held firms ; Chapter 11. Business plan and industrial development: the case of family-owned food processing SMEs in Tanzania ; Chapter 12. The 3D IFB SWOT analysis as a strategic tool to develop entrepreneurial plans for family businesses -- Section 2. Corporate governance, leadership, and ownership structures. Chapter 13. Effect of ownership structure on firm performance evidence from non-financial listed firms: ownership structure and performance ; Chapter 14. Leverage and family firms: a multi-theoretical approach ; Chapter 15. Corporate governance and firm innovation: the effect of ownership and board of directors on RD investments ; Chapter 16. Independent directors' tenure, expropriation, related party transactions, and firm value: the role of ownership concentration in Malaysian publicly listed corporations ; Chapter 17. Cash holdings and corporate governance: evidence from Turkey ; Chapter 18. Earnings management and corporate governance in family firms: evidence from a small market ; Chapter 19. Corporate governance and financial features of Portuguese family firms ; Chapter 20. "I'm your leader now, but do you trust me?": analysis of leadership and trust in family firms ; Chapter 21. Succession in family business through authentic leadership ; Chapter 22. Succession planning in family-owned business evidence from an emerging economy ; Chapter 23. Male and female successors' support: the role of religion ; Chapter 24. The daughter's career in family firms: a reflection on the cultural/contextual aspects -- Volume II. Section 3. Corporate social responsibility and sustainable development strategies. Chapter 25. Sustainable development in family firms ; Chapter 26. Developing capabilities for sustainability in family small enterprises: an emerging market scenario ; Chapter 27. Matching sustainability strategy and results: a successful family firm case study ; Chapter 28. The quadruple sustainability: economic, social, environmental, and family ; Chapter 29. Leadership and sustainability: from the first to the second generation of SMEs ownership ; Chapter 30. The sustainability of resource-sharing family business in relation to family non-economic goals ; Chapter 31. Sustainability attitudes of tourism family firms in alpine tourism regions ; Chapter 32. Sustainability, corporate social responsibility, and corporate reputation in the wine sector: a key performance indicator framework model ; Chapter 33. Responsibility and sustainability choices in the animal feed industry: evidence from an Italian family SME -- Section 4. Entrepreneurial orientation and practices. Chapter 34. Entrepreneurial orientation and dynamic capabilities: the case of family firms ; Chapter 35. Entrepreneurial orientation and family influence factors for sustainable small business: first insights from the leading Italian craft beer producer ; Chapter 36. Affective and emotional determinants of entrepreneurial orientation within family firms ; Chapter 37. Entrepreneurial orientation and knowledge management for succession: the case of four Mexican family SMEs ; Chapter 38. Entrepreneurial leadership as a driver of innovation success in family SMEs in Colombia: the difference between family and non-family ceos ; Chapter 39. Leadership and religion in family business: a closer look through christianity ; Chapter 40. Dangerous liaisons?: ethical challenges on entrepreneurship in family business ; Chapter 41. Sustainable entrepreneurship, family farms and the dairy industry ; Chapter 42. Senior entrepreneurship and family business vitality in Saudi Arabia -- Section 5. Organizational culture and knowledge management. Chapter 43. Family capital in family businesses: complementarities of human and social capital ; Chapter 44. Emergence of familiness and family owned business performance: the case of Myanmar ; Chapter 45. Strategic behavior in family firms: a theoretical insight into dynamic familiness ; Chapter 46. A theoretical approach exploring knowledge transmission across generations in family SMEs ; Chapter 47. The role of awareness in designing human resources management practices in family firms: a configurational model ; Chapter 48. Are family businesses a good environment for project management?: non-technological factors affecting project and knowledge management practices within family firms ; Chapter 49. Family firms and the effects of organizational culture on their innovation ; Chapter 50. Family firm competitiveness and organizational ambidexterity ; Chapter 51. Relationship between conflict and deviant workplace behavior in family business. | |
| 506 | |a Restricted to subscribers or individual electronic text purchasers. | ||
| 520 | 3 | |a "This book of contributed chapters discusses the strategies, sustainability, and human aspects of family firms in order to understand what sets them apart from other businesses and how they can survive and compete in a globalized economy"-- |c Provided by publisher. | |
| 530 | |a Also available in print. | ||
| 538 | |a Mode of access: World Wide Web. | ||
| 588 | |a Description based on title screen (IGI Global, viewed 09/18/2021). | ||
| 650 | 0 | |a Family-owned business enterprises. | |
| 650 | 7 | |a Family-owned business enterprises. |2 fast | |
| 710 | 2 | |a IGI Global, |e publisher. | |
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| contents | Volume I. Section 1. Business development, performance, and strategic planning. Chapter 1. Reading between the lines: innovation strategies in small and medium-sized family firms an exploratory study ; Chapter 2. Which competitive strategy fits better to different family-business profiles?: a configurational approach ; Chapter 3. Corporate social venturing: an agenda for researching the social dimension of corporate venturing by family-owned businesses ; Chapter 4. The strategic divestment decision in the family business through the real options and emotional lenses ; Chapter 5. Keys to the survival of the family firm: long-lived family firms ; Chapter 6. The role of family ownership in survival and bouncing back: good and bad news? ; Chapter 7. Performance determinants in family business: linking innovation and internationalisation ; Chapter 8. Internationalization of family businesses: does size really matter? ; Chapter 9. International effect on family SME financial distress prediction ; Chapter 10. The moderating effect of family management on RD productivity in privately held firms ; Chapter 11. Business plan and industrial development: the case of family-owned food processing SMEs in Tanzania ; Chapter 12. The 3D IFB SWOT analysis as a strategic tool to develop entrepreneurial plans for family businesses -- Section 2. Corporate governance, leadership, and ownership structures. Chapter 13. Effect of ownership structure on firm performance evidence from non-financial listed firms: ownership structure and performance ; Chapter 14. Leverage and family firms: a multi-theoretical approach ; Chapter 15. Corporate governance and firm innovation: the effect of ownership and board of directors on RD investments ; Chapter 16. Independent directors' tenure, expropriation, related party transactions, and firm value: the role of ownership concentration in Malaysian publicly listed corporations ; Chapter 17. Cash holdings and corporate governance: evidence from Turkey ; Chapter 18. Earnings management and corporate governance in family firms: evidence from a small market ; Chapter 19. Corporate governance and financial features of Portuguese family firms ; Chapter 20. "I'm your leader now, but do you trust me?": analysis of leadership and trust in family firms ; Chapter 21. Succession in family business through authentic leadership ; Chapter 22. Succession planning in family-owned business evidence from an emerging economy ; Chapter 23. Male and female successors' support: the role of religion ; Chapter 24. The daughter's career in family firms: a reflection on the cultural/contextual aspects -- Volume II. Section 3. Corporate social responsibility and sustainable development strategies. Chapter 25. Sustainable development in family firms ; Chapter 26. Developing capabilities for sustainability in family small enterprises: an emerging market scenario ; Chapter 27. Matching sustainability strategy and results: a successful family firm case study ; Chapter 28. The quadruple sustainability: economic, social, environmental, and family ; Chapter 29. Leadership and sustainability: from the first to the second generation of SMEs ownership ; Chapter 30. The sustainability of resource-sharing family business in relation to family non-economic goals ; Chapter 31. Sustainability attitudes of tourism family firms in alpine tourism regions ; Chapter 32. Sustainability, corporate social responsibility, and corporate reputation in the wine sector: a key performance indicator framework model ; Chapter 33. Responsibility and sustainability choices in the animal feed industry: evidence from an Italian family SME -- Section 4. Entrepreneurial orientation and practices. Chapter 34. Entrepreneurial orientation and dynamic capabilities: the case of family firms ; Chapter 35. Entrepreneurial orientation and family influence factors for sustainable small business: first insights from the leading Italian craft beer producer ; Chapter 36. Affective and emotional determinants of entrepreneurial orientation within family firms ; Chapter 37. Entrepreneurial orientation and knowledge management for succession: the case of four Mexican family SMEs ; Chapter 38. Entrepreneurial leadership as a driver of innovation success in family SMEs in Colombia: the difference between family and non-family ceos ; Chapter 39. Leadership and religion in family business: a closer look through christianity ; Chapter 40. Dangerous liaisons?: ethical challenges on entrepreneurship in family business ; Chapter 41. Sustainable entrepreneurship, family farms and the dairy industry ; Chapter 42. Senior entrepreneurship and family business vitality in Saudi Arabia -- Section 5. Organizational culture and knowledge management. Chapter 43. Family capital in family businesses: complementarities of human and social capital ; Chapter 44. Emergence of familiness and family owned business performance: the case of Myanmar ; Chapter 45. Strategic behavior in family firms: a theoretical insight into dynamic familiness ; Chapter 46. A theoretical approach exploring knowledge transmission across generations in family SMEs ; Chapter 47. The role of awareness in designing human resources management practices in family firms: a configurational model ; Chapter 48. Are family businesses a good environment for project management?: non-technological factors affecting project and knowledge management practices within family firms ; Chapter 49. Family firms and the effects of organizational culture on their innovation ; Chapter 50. Family firm competitiveness and organizational ambidexterity ; Chapter 51. Relationship between conflict and deviant workplace behavior in family business. |
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| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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The moderating effect of family management on RD productivity in privately held firms ; Chapter 11. Business plan and industrial development: the case of family-owned food processing SMEs in Tanzania ; Chapter 12. The 3D IFB SWOT analysis as a strategic tool to develop entrepreneurial plans for family businesses -- Section 2. Corporate governance, leadership, and ownership structures. Chapter 13. Effect of ownership structure on firm performance evidence from non-financial listed firms: ownership structure and performance ; Chapter 14. Leverage and family firms: a multi-theoretical approach ; Chapter 15. Corporate governance and firm innovation: the effect of ownership and board of directors on RD investments ; Chapter 16. Independent directors' tenure, expropriation, related party transactions, and firm value: the role of ownership concentration in Malaysian publicly listed corporations ; Chapter 17. Cash holdings and corporate governance: evidence from Turkey ; Chapter 18. 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The quadruple sustainability: economic, social, environmental, and family ; Chapter 29. Leadership and sustainability: from the first to the second generation of SMEs ownership ; Chapter 30. The sustainability of resource-sharing family business in relation to family non-economic goals ; Chapter 31. Sustainability attitudes of tourism family firms in alpine tourism regions ; Chapter 32. Sustainability, corporate social responsibility, and corporate reputation in the wine sector: a key performance indicator framework model ; Chapter 33. Responsibility and sustainability choices in the animal feed industry: evidence from an Italian family SME -- Section 4. Entrepreneurial orientation and practices. Chapter 34. Entrepreneurial orientation and dynamic capabilities: the case of family firms ; Chapter 35. Entrepreneurial orientation and family influence factors for sustainable small business: first insights from the leading Italian craft beer producer ; Chapter 36. Affective and emotional determinants of entrepreneurial orientation within family firms ; Chapter 37. Entrepreneurial orientation and knowledge management for succession: the case of four Mexican family SMEs ; Chapter 38. Entrepreneurial leadership as a driver of innovation success in family SMEs in Colombia: the difference between family and non-family ceos ; Chapter 39. Leadership and religion in family business: a closer look through christianity ; Chapter 40. Dangerous liaisons?: ethical challenges on entrepreneurship in family business ; Chapter 41. Sustainable entrepreneurship, family farms and the dairy industry ; Chapter 42. Senior entrepreneurship and family business vitality in Saudi Arabia -- Section 5. Organizational culture and knowledge management. Chapter 43. Family capital in family businesses: complementarities of human and social capital ; Chapter 44. Emergence of familiness and family owned business performance: the case of Myanmar ; Chapter 45. 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| id | ZDB-98-IGB-00284941 |
| illustrated | Not Illustrated |
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| physical | 61 PDFs (2 volumes (1146 pages)) Also available in print. |
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| spelling | Research anthology on strategies for maintaining successful family firms Information Resources Management Association, editor. Hershey, Pennsylvania (701 E. Chocolate Avenue, Hershey, Pennsylvania, 17033, USA) : IGI Global, [2022] 61 PDFs (2 volumes (1146 pages)) text rdacontent electronic isbdmedia online resource rdacarrier Includes bibliographical references and index. Volume I. Section 1. Business development, performance, and strategic planning. Chapter 1. Reading between the lines: innovation strategies in small and medium-sized family firms an exploratory study ; Chapter 2. Which competitive strategy fits better to different family-business profiles?: a configurational approach ; Chapter 3. Corporate social venturing: an agenda for researching the social dimension of corporate venturing by family-owned businesses ; Chapter 4. The strategic divestment decision in the family business through the real options and emotional lenses ; Chapter 5. Keys to the survival of the family firm: long-lived family firms ; Chapter 6. The role of family ownership in survival and bouncing back: good and bad news? ; Chapter 7. Performance determinants in family business: linking innovation and internationalisation ; Chapter 8. Internationalization of family businesses: does size really matter? ; Chapter 9. International effect on family SME financial distress prediction ; Chapter 10. The moderating effect of family management on RD productivity in privately held firms ; Chapter 11. Business plan and industrial development: the case of family-owned food processing SMEs in Tanzania ; Chapter 12. The 3D IFB SWOT analysis as a strategic tool to develop entrepreneurial plans for family businesses -- Section 2. Corporate governance, leadership, and ownership structures. Chapter 13. Effect of ownership structure on firm performance evidence from non-financial listed firms: ownership structure and performance ; Chapter 14. Leverage and family firms: a multi-theoretical approach ; Chapter 15. Corporate governance and firm innovation: the effect of ownership and board of directors on RD investments ; Chapter 16. Independent directors' tenure, expropriation, related party transactions, and firm value: the role of ownership concentration in Malaysian publicly listed corporations ; Chapter 17. Cash holdings and corporate governance: evidence from Turkey ; Chapter 18. Earnings management and corporate governance in family firms: evidence from a small market ; Chapter 19. Corporate governance and financial features of Portuguese family firms ; Chapter 20. "I'm your leader now, but do you trust me?": analysis of leadership and trust in family firms ; Chapter 21. Succession in family business through authentic leadership ; Chapter 22. Succession planning in family-owned business evidence from an emerging economy ; Chapter 23. Male and female successors' support: the role of religion ; Chapter 24. The daughter's career in family firms: a reflection on the cultural/contextual aspects -- Volume II. Section 3. Corporate social responsibility and sustainable development strategies. Chapter 25. Sustainable development in family firms ; Chapter 26. Developing capabilities for sustainability in family small enterprises: an emerging market scenario ; Chapter 27. Matching sustainability strategy and results: a successful family firm case study ; Chapter 28. The quadruple sustainability: economic, social, environmental, and family ; Chapter 29. Leadership and sustainability: from the first to the second generation of SMEs ownership ; Chapter 30. The sustainability of resource-sharing family business in relation to family non-economic goals ; Chapter 31. Sustainability attitudes of tourism family firms in alpine tourism regions ; Chapter 32. Sustainability, corporate social responsibility, and corporate reputation in the wine sector: a key performance indicator framework model ; Chapter 33. Responsibility and sustainability choices in the animal feed industry: evidence from an Italian family SME -- Section 4. Entrepreneurial orientation and practices. Chapter 34. Entrepreneurial orientation and dynamic capabilities: the case of family firms ; Chapter 35. Entrepreneurial orientation and family influence factors for sustainable small business: first insights from the leading Italian craft beer producer ; Chapter 36. Affective and emotional determinants of entrepreneurial orientation within family firms ; Chapter 37. Entrepreneurial orientation and knowledge management for succession: the case of four Mexican family SMEs ; Chapter 38. Entrepreneurial leadership as a driver of innovation success in family SMEs in Colombia: the difference between family and non-family ceos ; Chapter 39. Leadership and religion in family business: a closer look through christianity ; Chapter 40. Dangerous liaisons?: ethical challenges on entrepreneurship in family business ; Chapter 41. Sustainable entrepreneurship, family farms and the dairy industry ; Chapter 42. Senior entrepreneurship and family business vitality in Saudi Arabia -- Section 5. Organizational culture and knowledge management. Chapter 43. Family capital in family businesses: complementarities of human and social capital ; Chapter 44. Emergence of familiness and family owned business performance: the case of Myanmar ; Chapter 45. Strategic behavior in family firms: a theoretical insight into dynamic familiness ; Chapter 46. A theoretical approach exploring knowledge transmission across generations in family SMEs ; Chapter 47. The role of awareness in designing human resources management practices in family firms: a configurational model ; Chapter 48. Are family businesses a good environment for project management?: non-technological factors affecting project and knowledge management practices within family firms ; Chapter 49. Family firms and the effects of organizational culture on their innovation ; Chapter 50. Family firm competitiveness and organizational ambidexterity ; Chapter 51. Relationship between conflict and deviant workplace behavior in family business. Restricted to subscribers or individual electronic text purchasers. "This book of contributed chapters discusses the strategies, sustainability, and human aspects of family firms in order to understand what sets them apart from other businesses and how they can survive and compete in a globalized economy"-- Provided by publisher. Also available in print. Mode of access: World Wide Web. Description based on title screen (IGI Global, viewed 09/18/2021). Family-owned business enterprises. Family-owned business enterprises. fast IGI Global, publisher. Information Resources Management Association, editor. (Original) (DLC)2021038931 Print version: 1668435500 9781668435502 (DLC) 2021038931 FWS01 ZDB-98-IGB FWS_PDA_IGB http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/978-1-6684-3550-2 Volltext |
| spellingShingle | Research anthology on strategies for maintaining successful family firms Volume I. Section 1. Business development, performance, and strategic planning. Chapter 1. Reading between the lines: innovation strategies in small and medium-sized family firms an exploratory study ; Chapter 2. Which competitive strategy fits better to different family-business profiles?: a configurational approach ; Chapter 3. Corporate social venturing: an agenda for researching the social dimension of corporate venturing by family-owned businesses ; Chapter 4. The strategic divestment decision in the family business through the real options and emotional lenses ; Chapter 5. Keys to the survival of the family firm: long-lived family firms ; Chapter 6. The role of family ownership in survival and bouncing back: good and bad news? ; Chapter 7. Performance determinants in family business: linking innovation and internationalisation ; Chapter 8. Internationalization of family businesses: does size really matter? ; Chapter 9. International effect on family SME financial distress prediction ; Chapter 10. The moderating effect of family management on RD productivity in privately held firms ; Chapter 11. Business plan and industrial development: the case of family-owned food processing SMEs in Tanzania ; Chapter 12. The 3D IFB SWOT analysis as a strategic tool to develop entrepreneurial plans for family businesses -- Section 2. Corporate governance, leadership, and ownership structures. Chapter 13. Effect of ownership structure on firm performance evidence from non-financial listed firms: ownership structure and performance ; Chapter 14. Leverage and family firms: a multi-theoretical approach ; Chapter 15. Corporate governance and firm innovation: the effect of ownership and board of directors on RD investments ; Chapter 16. Independent directors' tenure, expropriation, related party transactions, and firm value: the role of ownership concentration in Malaysian publicly listed corporations ; Chapter 17. Cash holdings and corporate governance: evidence from Turkey ; Chapter 18. Earnings management and corporate governance in family firms: evidence from a small market ; Chapter 19. Corporate governance and financial features of Portuguese family firms ; Chapter 20. "I'm your leader now, but do you trust me?": analysis of leadership and trust in family firms ; Chapter 21. Succession in family business through authentic leadership ; Chapter 22. Succession planning in family-owned business evidence from an emerging economy ; Chapter 23. Male and female successors' support: the role of religion ; Chapter 24. The daughter's career in family firms: a reflection on the cultural/contextual aspects -- Volume II. Section 3. Corporate social responsibility and sustainable development strategies. Chapter 25. Sustainable development in family firms ; Chapter 26. Developing capabilities for sustainability in family small enterprises: an emerging market scenario ; Chapter 27. Matching sustainability strategy and results: a successful family firm case study ; Chapter 28. The quadruple sustainability: economic, social, environmental, and family ; Chapter 29. Leadership and sustainability: from the first to the second generation of SMEs ownership ; Chapter 30. The sustainability of resource-sharing family business in relation to family non-economic goals ; Chapter 31. Sustainability attitudes of tourism family firms in alpine tourism regions ; Chapter 32. Sustainability, corporate social responsibility, and corporate reputation in the wine sector: a key performance indicator framework model ; Chapter 33. Responsibility and sustainability choices in the animal feed industry: evidence from an Italian family SME -- Section 4. Entrepreneurial orientation and practices. Chapter 34. Entrepreneurial orientation and dynamic capabilities: the case of family firms ; Chapter 35. Entrepreneurial orientation and family influence factors for sustainable small business: first insights from the leading Italian craft beer producer ; Chapter 36. Affective and emotional determinants of entrepreneurial orientation within family firms ; Chapter 37. Entrepreneurial orientation and knowledge management for succession: the case of four Mexican family SMEs ; Chapter 38. Entrepreneurial leadership as a driver of innovation success in family SMEs in Colombia: the difference between family and non-family ceos ; Chapter 39. Leadership and religion in family business: a closer look through christianity ; Chapter 40. Dangerous liaisons?: ethical challenges on entrepreneurship in family business ; Chapter 41. Sustainable entrepreneurship, family farms and the dairy industry ; Chapter 42. Senior entrepreneurship and family business vitality in Saudi Arabia -- Section 5. Organizational culture and knowledge management. Chapter 43. Family capital in family businesses: complementarities of human and social capital ; Chapter 44. Emergence of familiness and family owned business performance: the case of Myanmar ; Chapter 45. Strategic behavior in family firms: a theoretical insight into dynamic familiness ; Chapter 46. A theoretical approach exploring knowledge transmission across generations in family SMEs ; Chapter 47. The role of awareness in designing human resources management practices in family firms: a configurational model ; Chapter 48. Are family businesses a good environment for project management?: non-technological factors affecting project and knowledge management practices within family firms ; Chapter 49. Family firms and the effects of organizational culture on their innovation ; Chapter 50. Family firm competitiveness and organizational ambidexterity ; Chapter 51. Relationship between conflict and deviant workplace behavior in family business. Family-owned business enterprises. Family-owned business enterprises. fast |
| title | Research anthology on strategies for maintaining successful family firms |
| title_auth | Research anthology on strategies for maintaining successful family firms |
| title_exact_search | Research anthology on strategies for maintaining successful family firms |
| title_full | Research anthology on strategies for maintaining successful family firms Information Resources Management Association, editor. |
| title_fullStr | Research anthology on strategies for maintaining successful family firms Information Resources Management Association, editor. |
| title_full_unstemmed | Research anthology on strategies for maintaining successful family firms Information Resources Management Association, editor. |
| title_short | Research anthology on strategies for maintaining successful family firms |
| title_sort | research anthology on strategies for maintaining successful family firms |
| topic | Family-owned business enterprises. Family-owned business enterprises. fast |
| topic_facet | Family-owned business enterprises. |
| url | http://services.igi-global.com/resolvedoi/resolve.aspx?doi=10.4018/978-1-6684-3550-2 |
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