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Dual‐concern models suggest that “concern about self” and “concern about other” motivate individuals to choose conflict‐handling strategies. We test those assumptions with a study of the cognitions associated with the choice of conflict strategies. Consistent with dual‐concern model conceptualizations, regression analyses that account for up to 41% of variance indicate that concern about self and concern about other are significantly associated with dominating and obliging strategies. However, predicted interactions between concern about self and concern about other and avoiding, compromising, and integrating strategies are not consistent with conceptualizations in dual‐concern models. Results from this study suggest the need for a conflict‐handling model with dimensions that account for more of the variance in the choices to avoid, compromise, and integrate.

Collective entrepreneurship is the synergism that emerges from a collective and that propels it beyond the current state by seizing opportunities without regard to resources under its control (Stevenson and Jarrillo 1990). This study provides a conceptual model of collective entrepreneurship and its relationship with leadership and team dynamics in the context of a small family business. It proposes two types of prerequisites for collective entrepreneurship: attitudinal and behavioral. The attitudinal prerequisite is family business members’ commitment to the family business. The behavioral prerequisite includes collaboration and task conflict among family business members. Further, the article argues that leadership behaviors directly affect the attitudinal and behavioral prerequisites, and indirectly affect collective entrepreneurship. Specifically, relations- oriented and participative leadership have positive, indirect effects on collective entrepreneurship. Task-oriented leadership has both positive and negative, indirect effects on collective entrepreneurship. An empirical study of 271 small family businesses in the United States confirmed most of the hypotheses.

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).

Family is a variable rarely included in organizational research (Dyer, 2003). Chua, Chrisman, and Sharma (1999) argued that one way researchers could bring clarity to the concept of family business would be to distinguish between operational and theoretical definitions. In this paper, we provide a theoretical definition for family business that is based on social capital theory (Coleman, 1988; Nahapiet & Ghoshal, 1998; Lesser, 2000; Portes, 1998; Putnam, 1993). A family business is one in which the social structure of the family overlaps with the social structure of the business. The result is that the social structure in the business takes on some of the characteristics of the family, especially in small businesses. In addition, and importantly, the social structure of the family takes on some characteristics of the business. In this paper, we focus on how the social structure that exists between marriage partners may influence the social structure in family firms.

This study aims at providing exploratory insights into the initiative and capabilities of Chinese SMEs to develop and utilize diverse networks to support internationalization. Such network development and utilization efforts are fundamental to the analysis and explanation of Chinese firms’ internationalization patterns and outcomes. Extending from the existing network studies in the Chinese context that generally put emphasis on strong‐tie and ethnic‐oriented networks, this paper investigates and explains explicitly the use and effects of both strong‐ and weak‐tie networks in the international development of Chinese SMEs. Indepth case studies on four rapidly internationalized Chinese SMEs are conducted. The case findings demonstrate that weak‐tie networks are essential to the firms’ business development in foreign markets; and were proactively developed and utilized in the course of the firms’ development. The cases also provide alternative perspectives to the beliefs and values underpinning strong‐tie networks presumed in existing literature. The findings draw attention to the changing business values and approaches of the Chinese firms aiming at developing internationally. Managerial implications concerning the significant influence of effective networking on internationalization are pinpointed.

By the end of this chapter, you should be able to demonstrate an understanding of:

The concept and characteristics of disruptive innovation.

How to examine the context of disruptive innovation?

Related theories that can help frame practical examples.

Some examples of how markets are being disrupted.

The International Leadership Association’s Guiding Questions: Guidelines for Leadership Education Programs (Ritch & Mengel, 2009) provides a framework to attend to leadership program development, redesign, evaluation, organized program review, questions concerning academic legitimacy and developing common program benchmarks. This article provides a critique of the Guiding Questions: Guidelines for Leadership Education Programs and, in particular, the five major categories: Conceptual Framework, Context, Content, Teaching and Learning, and Outcomes/Assessment. The article also draws upon scholarly research within the field to provide both breadth and depth to the different Guiding Questions categories. Finally, the goal of this article is to encourage a collaborative dialogue which will ultimately increase the effectiveness of the Guiding Questions.

It is widely accepted that coauthorship and collaboration promotes intellectual partnerships and improves the quality of publications. This paper examines the relationship between collaboration, productivity and publications in the field of family business.

The authors identify the most prolific authors, affiliations and countries and focus on the evolution of research in the field of family business. In doing so, the authors employ social network analysis to discover the structure of the networks and the ways in which authors, institutions and countries interact.

The empirical results show that collaboration is positively related to productivity, and there is significant evidence that the shaped networks exhibit small-world characteristics, a condition in which collaboration within authors becomes integrated in conjunction with time.

The findings highlight the mechanics of collaborative research production and can be useful to understand the importance of collaboration patterns to be followed in the field of family business.

The contributions are as follows: (a) application of social network analysis to model the coauthorship patterns among individuals, institutions and countries in family business; (b) distinguishing the most degree-central authors in the social network of collaborating academics; (c) investigation of the academic collaborations in family business that have the characteristics of a small-world social network and (d) suggesting a unique connection, through published keywords, between the research priorities of the most central or prolific authors with the research trends in the family business literature. The authors demonstrate that authors' collaboration becomes integrated in conjunction with time.

This perspective piece addresses specifically future lines of inquiry and practice that advance the goals of the agenda through an interdisciplinary approach to leadership studies. Here, the authors explain in-depth the contexts of an interdisciplinary approach to the agenda and address specific challenges therein. In order to provide clarity to this approach, considerations are made with respect to the language, contextual reference points, and tensions regarding measurement of learning. The authors provide impetus for inclusion of particular, salient priorities from the agenda, and address opportunities for practice and future research. Suggestions reveal unique opportunities within an interdisciplinary perspective such as the integration of diverse content and perspectives as well as collaboration across disciplines.