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In this paper we propose to study the differences among family and non-family-firms in relation to its financial strength, and therefore its potential position to resist in front of financial crisis and receive financial support or conditions by public or private institutions.

We used multiple hierarchical regressions on a sample of 137 Spanish medium-sized firms (SMEs).

We observe that the perspectives and idiosyncratic characteristics of family-firms (strongly influenced by their socioemotional wealth) will affect the way these companies invest and operate in the market, which would be more related to efficiency because of their higher willingness to continue the legacy of the business and their weak risk-bearing attributes.

Our study adopts a measure of familiness with a dummy variable, and not as a continuous variable as proposed by recent research. Therefore, our results although relevant and significant for the family firm literature, must be viewed carefully. Additional research could also retest some prior studies to depict differences caused by “real” family firm involvement.

Under a non-munificent environment, the financial strength maintained by firms will be highly relevant since this context could likely stress and influence their immediate future and viability, overcoming and blurring any other characteristic present in the firm or its managers.

This paper contributes to the family firm literature by offering insights into the nuanced dynamics between family and non-family firms during economic downturns, specifically examining their financial strength when different strategic options are pursued and when firms are managed by different type of managers.

This chapter seeks to provide an overview of the role that culture plays in the effective governance and sustainability of an entrepreneurial ecosystem (EE). In particular, the authors draw upon their own experience at “Marina de Empresas” (MdE), an EE located in Valencia (Spain). MdE is an emerging and exciting EE that provides a unique context. Within the same complex, an entrepreneurial university, an incubator and accelerator (Lanzadera), and an entrepreneurial financing company (Angels) are all co-located. Thus, in one locality, the complete cycle of entrepreneurship is covered. Through an embedded case study methodology and using semi-structured interviews carried out with multiple key stakeholder’s insights are generated into the distinctive culture that the ecosystem holds. In so doing, the impact of entrepreneurial values, entrepreneurial spaces, and entrepreneurial practices, are considered in relation to how they can influence ecosystem functioning. The aim is to provide comprehension toward the transcending value that culture emits across an entrepreneurial community. The findings are relevant to entrepreneurs, incubators, accelerators, and the policy makers.