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This study investigates whether a firm’s character as a mature micro and small family or non-family business may impact the managing owner’s choice of a potential exit strategy.

The empirical evidence was provided through a sample of 302 entrepreneurs (170 respond-ents from mature micro and small family businesses and 132 from non-family businesses) who participated in a survey on potential exit strategies.

The primary finding indicates that there is no significant difference in exit strategy preferences between family and non-family entrepreneurs from mature micro and small-sized firms. It was found that both groups of entrepreneurs mostly opt for internal succession.

This paper presents a novel perspective, demonstrating that while non-family firms are not typically anticipated to adopt the same exit strategies as family firms, they may still opt for internal succession. Furthermore, we provide an insight into potential exit strategy decisions made in smaller firms, which have been less frequently analyzed compared to larger firms in the field of entrepreneurial exit.

This study examines the family- and non-family-related reasons that may determine the choice of the anticipated entrepreneurial exit strategy (exit intention).

The study is based on a survey of 267 owner-managers of micro-and small-sized firms in Poland and focuses on their exit intentions (rather than actual actions) as precursors to entrepreneurial exit. Structural equation modelling (SEM) was used to test the hypotheses.

The results show that family-related reasons may encourage entrepreneurs to choose the stewardship strategy over the financial harvest or voluntary cessation strategies, while non-family-related reasons such as maintaining financial independence and health may encourage the choice of the financial harvest or the voluntary cessation strategy.

This research contributes to both the entrepreneurial exit literature and psychological ownership theory by demonstrating the potential relevance of psychological ownership in the selection of exit strategies.

This study explores the roles of formal advisors (FAs) in the succession process of family firms and the factors that determine them.

Data for this study were collected through interviews with 38 FAs, including lawyers, tax advisors, financial ad-visors and others.

FAs play multiple roles simultaneously in succession processes (both internal and external), which the authors call role hybridity. Among them, the authors differentiated roles, such as educators, sherpas, initiators, experts, managers, consiglieres and protectors. Additionally, the authors demonstrated that the critical factors shaping these roles are trust, communication, human capital and willingness to take on the role. To explain the role hybridity phenomenon, the authors used stewardship theory's assumptions and formulated propositions for further research.

This study provides insight into both internal and external succession processes from the perspective of various types of FAs. The authors indicate their roles and the factors that determine them.

The study aims to investigate whether the perceived problems in exiting a business—as well as the scope of and access to external support—may impact an entrepreneur's decision regarding the exit strategy, that is, the choice between the stewardship and harvest exit strategy.

The authors have collected data from 302 entrepreneurs using a novel survey instrument and subjected the sample to structural equation modeling (SEM) and ordered logit regressions.

The results reveal that potential difficulties in implementing an exit strategy, the scope of external support anticipated by the exiting entrepreneur and access to such support influence the potential choice of an exit strategy. Furthermore, the findings indicate that the stewardship exit strategy is preferred over the harvest exit strategy by entrepreneurs who face potential difficulties in obtaining external support or foresee problems related to a potential exit strategy.

This study provides new insights into an entrepreneur's exit phenomenon by adding new elements, such as perceived problems involved in exiting a business as well as the scope of and access to external support, to the list of factors that may affect the choice of an exit strategy.

The purpose of this paper is to identify the role of the first and second generations in the process of internationalization of a family business active in the SME sector in Poland.

Conducted research was qualitative in character. The research method used was the case study. A total of six case studies were developed that demonstrate the experiences of Polish exporters – family companies in the SME sector. The primary research tool was the unstructured questionnaire-based interview. Interviews were conducted over the years 2008-2009. The group of examined respondents included both the first and second generation.

Analysis of the developed case studies indicates that it was the first generation that was responsible for making decision and undertaking operations in the first phase. With time, that generation kept only decision-related responsibilities. The second generation tends to continue tradition rather than being an agent of change.

The main contribution of this paper has been to make a characterization of the process of internationalization of family businesses in the SME sector in Poland – a country undergoing radical systemic transition. Its large-scale effect is the commencement of the process of creating companies, including family businesses. On the other hand, it makes possible the defining of the role of the second generation in the process of internationalization of family businesses, regardless of whether that generation is a continuator of the initiative of the first generation or is itself the initiator of changes.

The purpose of this paper is to show the approach to the concept of corporate social responsibility (CSR) in Poland. It also intends to characterize the process of the implementation of its assumptions subject to Polish economic conditions. At the same time, it aims to pay special attention to the role of small and medium‐sized enterprises.

The approach to the concept of CSR in Poland is outlined on the basis of the result of studies conducted over the years 2002‐2007 as published in the Responsible Business in Poland reports by the Responsible Business Forum.

In spite of the fact that this paper only shows a single segment of a greater whole, the picture of CSR in Poland that emerges from the reports, demonstrates continuous growth in awareness of this subject matter. In the case of companies, worth stressing is the fact that the balance is slowly shifting from expressing mere interest and declarations of undertaking actions in the future to real implementation of ventures and programs tied with responsible business. However, domestic companies are still plagued by a lack of knowledge and familiarity with instruments facilitating the effective implementation of the standards and principles of responsible business.

A significant limitation of the picture of CSR in Poland, as presented in this paper, is the scope and character of sources used. They are restricted to six Responsible Business in Poland reports.

In spite of the fragmentary character of this analysis, its results demonstrate a need to undertake research into current implementations of the concept of responsible business in the small and medium‐sized enterprise sectors. In practice, this sphere remains untouched under Polish conditions.

The paper presents interesting information on the approach to CSR in Poland.