Acquisitive entrepreneur

, 330

Actor Network Theory

, 285–286

Adaptation

, 187

Administrative entrepreneur

, 330

African National Congress (ANC)

, 316

Agency theory

, 209

Akafuku

, 155, 157–158

“Always more Brazil” program

, 188–189

AmCham Chile

, 192

Americanas. com platform

, 187–188

Apprenticeship

, 89

Artisanal Cheeses “La Vaquita”

, 254–257

Asetori

, 158

Australian family businesses

, 165–166

innovation and entrepreneurship

, 173–175

readiness by family

, 167–171

readiness for recovery

, 166–167

readiness for sustainability post COVID-19

, 178–179

relationships and succession transitions

, 175–177

SEW

, 171–173

Autoethnography

, 302

B2W-Companhia Global do Varejo

, 188

Barceló

, 198

Bell Potinger

, 316

Biocultural Region of Puuc Yucatan

, 251

BlueSky Partners

, 194

Board composition

, 210–212

Board of directors

, 208

board tasks, composition, and processes

, 209–212

in family firms

, 208–213

international perspective

, 213

in Latin America

, 213–218

theoretical streams

, 209

Board processes

, 212

Board tasks

, 209–210

Brazil, Odebrecht Family in

, 314–315

Business

, 74, 244

analysis

, 362

environment

, 265

management

, 107

CANVAS model

, 331

Casa Ermelinda Freitas–Lisbon, Portugal

, 122–123

Case selection

, 268–269

CashOnline

, 194

Change management

, 4–5

Chao Family in China

, 317–318

Chile’s National Innovation Council (CNIC)

, 190

China, Chao Family in

, 317–318

Chinese economy

, 269

Chinese family business

, 266–267

Civil society organizations (CSOs)

, 107

Classism in family business heterotopia

, 295

Clinical history approach for FB succession process

, 340–342

Cognition

, 231

Communities of practice (CoP)

, 90

Competencies

, 79

Competitive aggressiveness on debt financing, influence of

, 365–367

Comptoirs Modernes

, 188

Conception Focused Curriculum approach (CFC approach)

, 90

Consultant testimonial

, 381–382

Context

, 118

Contextualizing family business

, 244, 249

Continents

, 4

Continuity

, 226

reassurance of

, 292–293

Control on corruption in family business

, 310–313

Cooperation

, 266

Corporate governance. See also Governance

, 128–129, 207–209

Corporate governance rating (CGR)

, 215–216

Corporations

, 185–186

Corrupt family businesses

, 312–313

Corruption

, 8, 310

“Corruption inflated” financials

, 318–319

Cosmology episodes

, 300

COVID-19

, 165–166

Creative destruction process

, 329

Creativity

, 78–79

Critical studies of family firms

, 52

Critical theory and research in family business

, 52–54

implications for family business research

, 53–54

Crystal Lagoons Corp.

, 190–192

Cultural ties

, 5–6

Customer designs

, 364

Dark Side of Family Business (DSFB)

, 8, 54–55

dealing with

, 58–59

drivers

, 56

symptoms and outcomes

, 59–62

de Sade, Marquis

, 284–285

Debt financing

, 352

influence of autonomy on

, 364–365

influence of competitive aggressiveness on

, 365–367

influence of entrepreneurial orientation on

, 358

influence of innovativeness on

, 360–361

influence of proactiveness on

, 362–364

influence of risk-taking on

, 358–360

Decolar. com

, 194

Despegar. com, Inc.

, 192–194

Destructive creativity

, 75

Developed economies

, 208–213

Digital entrepreneurial ecosystem

, 118

Dive Bar

, 288–289

family members at

, 293–294

Downward causation

, 119–120

Drama

, 97

Ecosystems

, 80, 119

Electronic media

, 336

Electronic payment device

, 362

Emerging economies

, 244

Emotion

, 232–233

Enthusiasm

, 338

Entrepreneurial ecosystem

, 118–119, 126–127

Entrepreneurial investor

, 331

Entrepreneurial leadership

, 286

Entrepreneurial learning

, 54

Entrepreneurial orientation (EO)

, 7–8, 352–353, 355–356

case study area

, 356

contributions and practical implications

, 367

findings and discussion

, 358–367

influence of autonomy on debt financing

, 364–365

influence of competitive aggressiveness on debt financing

, 365–367

influence of innovativeness on debt financing

, 360–361

influence of proactiveness on debt financing

, 362–364

influence of risk-taking on debt financing

, 358–360

influence on debt financing

, 358

limitations of study

, 367

literature review

, 353–356

research methodology

, 356–358

sample and data

, 356–358

Entrepreneurial psychological support module

, 346

Entrepreneurial succession

, 341

Entrepreneurs

, 57–58, 62, 329, 331, 337, 340, 367

personalities

, 338

types of

, 330–331, 338

Entrepreneurship. See also Social entrepreneurship

, 105, 118, 169–170, 173, 175, 185–186, 284, 327–328

analytical proposal

, 334

clinical history approach for FB succession process

, 340–342

economics of

, 73–77

enterprise business practices

, 345

entrepreneurial life, potential successor, clinic history

, 342–346

ethics of

, 80–83

evidence of dark side of

, 56–58

and family

, 82–83

kind of

, 332

limitations to

, 332–342

literature

, 352–353

micro, meso, and macro analytical scopes

, 329–332

morality of

, 77–80

successor’s non-psychological characteristics

, 342–343

successor’s psychological characteristics

, 344

true or false entrepreneur

, 334–340

Facebook

, 336

clinical history approach for FB succession process

, 340–342

Failure

, 54

False entrepreneur

, 328, 333–334, 340

entrepreneurship

, 329–332

Family

, 82–83, 244

agreement

, 228

capitalism

, 107

cohesion

, 271

constitution

, 228

council

, 228

dynamics

, 247

enterprise

, 107–108

entrepreneurs

, 121

in family business

, 293–294

family-based entrepreneurial learning

, 62

framework conditions

, 127–129

influence

, 175

meeting

, 228

networks

, 66–67

ownership

, 15

protocol

, 228

Family business (FB)

, 4, 51–52, 86, 118, 147, 225–226, 244, 265, 286–287, 310–312, 327–328, 352–355, 357, 381

complexity

, 8–9

debates

, 4–5

dynamics

, 5–6

economics of entrepreneurship

, 73–77

education

, 86, 88, 91

ethics of entrepreneurship

, 80–83

in Latin America

, 248–250

leadership learning phases

, 89

learning needs

, 91–92

members

, 86

methodology

, 287–300

morality of entrepreneurship

, 77–80

ownership and governance

, 13–14

pedagogical strategies for

, 92–99

power enables corruption roadmap

, 319

power–corruption nexus in

, 319–320

research

, 13–14

support

, 6–8

Family business ecosystem (FBE)

, 118

Family business entrepreneurial ecosystem model (FBEE model)

, 9, 125, 127

case studies

, 122–124

literature review

, 118–121

method

, 121–122

“Family business S”

, 328, 335

Family firms (FF)

, 8, 118, 169, 207–208, 225–226, 310–312

board of directors in

, 208–213

key specific challenges of family firm boards

, 212–213

Fashion Design Week

, 361

Fear of failure (FoF)

, 54–56

dealing with

, 58–59

root causes

, 61

Female leadership

, 266

data analysis

, 270

data collection

, 269–270

findings

, 270–274

impact

, 266–267

research design and method

, 268–270

theoretical background

, 267–268

Female-characterized resource orchestration

, 6

Female-embodied attributes

, 6, 271

Female-empowered governance

, 6, 273

Female-enabled family cohesion

, 6, 272

Ferrovial

, 195–200

Firearms

, 297

Firm-oriented approaches

, 267

First-generation family firms

, 311

5th wave perspectives

, 4

Flipped learning

, 94

Footwear Industry

, 123–124

Foreign Direct Investment (FDI)

, 186

Foremost Maritime Group

, 317

Founders

, 14

approach and methods

, 17–18, 22–23

location

, 19, 23

main debates and critical analysis

, 17–22

methods

, 14

publications

, 22

recommendations for future study

, 22–24

scoping reviews

, 14–17

time studied

, 19

topics and frameworks

, 19, 22, 24

Games

, 98

Gamification

, 98–99

Gekkeikan Okura Sake Museum

, 155–156

Generational family learning

, 66

Generational intelligence

, 87

Generations on corruption in family business

, 310–313

Geopolitical

, 4

frontiers

, 4

structure

, 4

theory to family business research

, 4

Global Entrepreneurship Monitor Survey (GEM)

, 332

Global Value Chains (GVCs)

, 184

Globalization

, 5

Governance

, 207–208, 270

on corruption in family business

, 310–313

of family firms

, 208

mechanisms

, 312

Gross domestic product (GDP)

, 213–214

Grupo Pirma, Leon, Guanajuato, Mexico

, 123–124

Gupta Family in South Africa

, 316–317

Heterotopias

, 284–285

methodology

, 287–300

Historical evolution

, 199–200

Horizontal embeddedness

, 121

Hoteles Sol

, 198

House Oversight Committee

, 318

Iberostar

, 198

ie protection

, 159

Imitator entrepreneur

, 330

Incubator entrepreneur

, 330

Individual-oriented approaches

, 267

Individualism

, 74–75

Informal payments

, 312

Ingresso. com

, 188

Initial Public Offering (IPO)

, 194, 199

Inmobiliaria El Plomo

, 190

Innovation

, 156–159

Innovation

, 169–170, 173, 175

Institute for Family Business

, 353

Integration approach

, 361

Inter-and intragenerational dyads

, 227

Intergenerational learning

, 66, 87–88

Intergenerational pedagogy

, 87

Interlocking directors

, 216

International firms

, 316

Internationalization

of companies in Latin America and Spain

, 184–187

of Spanish SMEs

, 195–200

Intra-layer causal relations

, 119–120

Isomorphism

, 293

Japanese family businesses (JFB)

, 145–146

literature review and relevant concepts

, 147–151

methodology

, 151–152

resilience and innovation

, 156–159

social capital and relationship with local communities

, 152–156

KPMG LLP

, 316

Kwara State

, 356

Lagos

, 356

Latin America

Boards of Directors in

, 213–218

cases

, 259–260

contextual analysis

, 251–252

and contextual approach

, 246–248

family business

, 248–250

key issues

, 217–218

literature reviewed, criteria, and highlights

, 214

methodology

, 250–251

research in

, 213–214

theoretical framework

, 244–246

topics

, 214–217

Latin American countries

, 315

Latin American trajectories

, 187–194

Lean Startup

, 74–75

Learn by doing

, 62–66

Learner-based holistic approach

, 87

Learning

, 62

process

, 89

Learning communities (LCs)

, 90

Liberalization of economy

, 186

Lifelong learning perspective

family business learning needs

, 91–92

literature review

, 87–91

pedagogical strategies for family businesses

, 92–99

Living Action Role Playing (LARP)

, 98

Lojas Americanas

, 187–189

Long-standing companies

, 145–146

Longevity

, 146, 293–294

Lool-Beek Cooperative

, 257–259

Lyuba

, 289–290

coincidences and family members

, 291–292

entrepreneurial dream

, 290–292

entrepreneurial journey

, 290

Macro-analytical categorization process

, 332

Macro-analytical point of view

, 338

Macro-context

, 120, 126

Maquiladora program

, 184

Marketing

, 336

Massive Online Open Courses (MOOCs)

, 97–98

Master’s in Business Administration (MBA)

, 290–291

Maximum variation strategy

, 357

Maya Biocultural Zone of Puuc Yucatan, Mexico

, 251–252

McKinsey & Co

, 316

Mediation

, 232

Meiji Restoration

, 147

Meso analytic framework

, 332

Meso analytic setting

, 338

Meso-context

, 120, 126

Metamorphosis

, 85–86

in education

, 86

Mexican case study

, 128–129, 131, 133

outputs and outcomes

, 138–140

systemic conditions

, 135

Micro-context

, 120, 126

Microanalytical framework

, 329

Middle East and North Africa (MENA)

, 118

Mobile Travel App

, 194

Morality of entrepreneurship

, 77–80

Multidimensional perspectives across countries

, 4–5

Nabeya

, 156–157

Narcissism

, 60

National Bureau of Statistics

, 357

National Institute for Social Development (INDESOL)

, 107

Negative learning

, 67

Negotiation

, 79–80

Nigerian context

, 355–356

Nigerian family businesses

, 357–358, 366–367

Nonfamily

, 167

Nonfamily business (NFB)

, 7

Nonfamily employees (NFEs)

, 171–172

North American Free Trade Agreement (NAFTA)

, 184

Odebrecht Family in Brazil

, 314–315

Odebrecht graft scheme

, 315

Okaya

, 156–157

Opportunistic entrepreneur

, 331

Organization for Economic Cooperation and Development (OECD)

, 332

Owner capital

, 355–356

Ownership, locational, and internalization (OLI)

, 200

Ownership on corruption in family business

, 310–313

Paradoxes

, 230–231

Patentes Talgo

, 196–197

Pedagogical strategies for family businesses

, 92–99

Pedagogical techniques

, 86–87

Pedagogical trends

, 87–88

Pedagogy

, 87

Personal attributes

, 268

Persuasive entrepreneur

, 331

Philosophy

, 74

Pilot tests

, 185–186

Point of sale (POS)

, 362

Popperian scientific method

, 81

Population, Concept, Context framework (PCC framework)

, 15

Portuguese case study

, 127–128

demand

, 131

framework conditions

, 129–133

outputs and outcomes

, 136–137

physical infrastructure

, 130–131

systemic conditions

, 134–135

Potential successor

, 341–342

Power

, 8, 310, 319

case studies illustrating

, 314

Chao Family in China

, 317–318

and corruption in family business

, 310

Gupta family in South Africa

, 316–317

implications of Corruption in Family Business

, 318–319

implications of power–corruption nexus in family business

, 319–320

methodology and approach for case identification

, 313

Odebrecht family in Brazil

, 314–315

three case studies illustrating

, 313–314

three perspectives

, 310–313

PRISMA flow diagram

, 15

Productive ecosystems

, 186–187

Productos Ecológicos Vida Vida

, 252

Project-based learning

, 94

Public education policies

, 233–234

Public policies

, 227

new approaches for development of public policies oriented to family business continuity

, 230–235

traditional approaches for development of public policies oriented to family business continuity

, 227–229

Public politics

, 233

Purposive sampling technique

, 357

Qualitative evidence

, 357–358

Readiness

by family

, 167–171

for recovery

, 166–167

for sustainability post COVID-19

, 178–179

Regional business development

, 121

Regional development

, 125

Relationships

, 175–177

Research and development (R&D)

, 190–191

Resilience

, 150, 156, 159, 265–267

and development

, 267

Resource orchestration

, 271

Resource-based view (RBV)

, 209, 352–353

Review

, 208

Right

, 76

Risk-taking on debt financing, influence of

, 358–360

Riu

, 198

Rural enterprises

, 248

Ruthie’s Diner

, 288–289

family members at

, 293–294

Sadean duography

, 6

Sadism

, 284

methodology

, 287–300

primer in

, 285–286

separate spaces in

, 285–286

Sahara Computers (computer-hardware distribution company)

, 316

Sahara Group

, 316

SAP SE

, 316

Scoping reviews

, 14, 17

eligibility criteria and protocol

, 15

extract study data

, 17

identify research question

, 14–15

limitations

, 17

search for studies

, 15

select studies

, 15–16

Sencha

, 157

Service sector

, 358

Shinise

, 145–146, 150, 153–154

Shoptime

, 188

Shoptime TV

, 187–188

Showcases designs

, 364

Simple marketing strategy

, 361

“Single-business, single-family” approach

, 88

Small or medium-sized family business

, 7

SME

, 187

Snowball sampling technique

, 357

Social capital and relationship with local communities

, 152–156

Social Construction of Technology (SCOT)

, 285–286

Social enterprise

formalization and integration

, 105–106

knowledge

, 106

theoretical perspectives

, 106–107

Social entrepreneur

, 331

Social entrepreneurship

, 105, 331–332

knowledge

, 106

organizational logic of family in

, 106

problematic

, 109

Social family enterprise

, 108–109

Socioemotional wealth (SEW)

, 7, 121, 126, 168–169, 171, 173

Sol Melià Hotel Group

, 198–200

Sole proprietorships

, 358

Soubarato

, 187–188

South Africa, Gupta Family in

, 316–317

Space

, 286–287

Spain

, 225–226

Spanish Association of Family Enterprise Researchers (SAFER)

, 225–226

Spanish FDI

, 186

Spanish SMEs, internationalization of

, 195–200

Spatial embeddedness

, 121

Specialist entrepreneurs

, 331

Stakeholder theory

, 209

Stakeholders

, 105

Startling (Chao case)

, 314

Startup Genome

, 186–187

Stewardship

, 89

theory

, 209

Storytelling

, 94–97

Submarino. com

, 187–188

Succession

, 170–171, 175, 177, 287

planning

, 286

Successor

non-psychological characteristics

, 342–343

psychological characteristics

, 344

Sustainability

, 165–166, 342

Talgo

, 196–198

Text analysis

, 167

Theory of planned behavior

, 120–121

Threat-rigidity effects

, 267

Timely entrepreneur

, 330

Toraya

, 157–158

Transition

, 170–171, 175, 177

True entrepreneur

, 328, 333–334, 340

Twitter

, 336

Universities

, 86

University of St. Thomas (UST)

, 90

Upper echelons theory

, 266–267

and female leaders in family businesses

, 268

Upward causation

, 119–120

US Treasury’s Office of Foreign Assets Control (OFAC)

, 317

Variation–selection–retention mechanisms

, 265–266

Vertical embeddedness

, 121

Vida Vida Organic Products

, 252–254

Visionary entrepreneur

, 330–331

VosViewer

, 167

WalMart Brazil

, 188

WalMart Stores Inc

, 188

Web of Science

, 167

Whole Person Learning approach (WPL approach)

, 90

Wine industry

, 122–123

Yamamotoyama

, 157

Yamasa

, 155, 157

Zaibatsu

, 147–150

Zuptas

, 316