Search results

This paper aims to investigate how family winegrowing businesses can be sustained across generations.

The authors engaged a multi-level case study approach. In total, 27 semi-structured interviews were conducted with three winegrowing firms in New Zealand. All family members (both senior and next generation) employed in each business were interviewed alongside non-family employees.

Three key dimensions – knowledge sharing, entrepreneurial characteristics and leadership attributes – were identified that can support successful successions in family winegrowing businesses.

The authors have generated a theory that enables academicians and practitioners to understand how family winegrowing businesses can be successfully sustained across generations. The authors argue that knowledge is a central feature in family firms where previous research combines knowledge with entrepreneurial orientation or the resources and capabilities of a firm.

The purpose of this paper is to review family businesses as a subset of sustainable entrepreneurship. It is intended that another avenue of scholarship for the growing interest in family businesses and their continuity across generations will be outlined.

Relevant journal articles were selected and broadly analysed to gather an understanding of the current state of existing sustainable entrepreneurship literature. The main themes extrapolated related to sustainable entrepreneurship and potential directions for future research.

Although sustainable entrepreneurship has been traditionally concentrated in the environmental and social responsibility literature, there are emerging paths where family businesses can be considered alongside community-based enterprise.

The findings suggest that future research into sustaining family businesses across generations could be situated under sustainable entrepreneurship scholarship.

This paper presents a novel review and summary of recent literature at the juncture of family business and sustainable entrepreneurship. It is useful for directing scholars towards an avenue which has not traditionally had attention from family business researchers.

What currently constitutes participation in schools? Who decides what ‘counts’ as engagement and who is excluded by and in those decisions? When and how do those ideas change? How can broadening conceptualizations of voice, agency and participation – driven by the voices of individuals who do not rely solely on verbal speech to communicate – foster inclusivity in schools and community? In this chapter, we draw from our experiences as researchers, scholars, educators, colleagues and friends who live and work alongside non-speaking and unreliably speaking¹ people who type, point or use other forms of augmentative and alternative communication. We lay out foundational concepts underlying experiences of neurodivergent communicators, followed by illustrative examples and action steps for change. Geared towards educators and support professionals working to sustain spaces more inclusive of a range of voices in schools, this chapter continues a productive conversation within the Disability Studies in Education (DSE) community around inclusivity in research and in practice.

This paper aims to examine the opportunities of continuous family succession in operating small-to-medium-sized wineries (SMWs) in Victoria, Australia.

Using case studies from Victoria, an exploratory qualitative approach was used to explore the benefits of continuous family succession in this conceptual paper. This included interviewing participants from wineries about their perceptions about family business succession. Themed analysis was applied to highlight the findings and overall conclusions about why the wine industry was affected more than other industries with regard to family business succession issues.

The three main findings of this study include family succession is extremely important in building a story customers can relate to; family reinvestment opportunities for financial sustainability and innovation of the winery and family succession for future employment and legacy. These three findings highlight the way family business succession is integral to the successfulness of the wine industry.

Small-to-medium-sized wineries (SMWs) have many challenges including long-term financial sustainability and innovation opportunities. To assist in overcoming these challenges, the findings suggest winery owners need to create lasting legacy through story-telling, competitive advantage and family linkage (succession). This will assist wineries to create marketing campaigns focussing on family succession and brand attachment, seven opportunities for family reinvestment and innovation leading to financial sustainability and competitive advantage.

There is little research investigating family succession in the Victorian wine industry even though it is common practice and essential to marketing and communication campaigns. This paper supports continuous family succession as a legitimate marketing technique and long-term financial sustainability and innovation for small-to-medium-sized wineries (SMWs) through reinvestment opportunities. This is the first time small-to-medium-sized wineries have been defined as SMWs and reinvestment opportunities have been identified by wine stakeholders.

Organisational learning (OL) is a critical capability family firms (FFs) need in order to adapt to an increasingly turbulent environment. Given the uniqueness of FFs and their differentiated decision-making processes, this review addresses fragmentation in the literature and synthesises prior research outlining the development of OL in FFs.

A systematic literature review was conducted using four databases, and 53 pertinent papers on OL in FFs published from 1998 to 2023 were analysed using the theory, characteristics, context and methodology (TCCM) framework.

The last five years (2019–2023) show a marked increase in interest in OL in FFs, with a rise in the number of quantitative studies. The findings indicate that OL is mainly studied as a unidimensional construct, while it is a multidimensional capability. Strategic management and organisational behaviour theories are commonly employed, while theories specific to family business such as socioemotional wealth (SEW) and familiness are underrepresented. Most studies focus on FFs in the Northern Hemisphere, and few studies examine OL in FFs located in the Global South. The TCCM framework reveals the complexity and multi-layered nature of OL in FFs.

This is one of the first systematic reviews to synthesise research on OL in FFs. The proposed research agenda identifies fruitful areas for future investigations concentrating on the multidimensional nature of OL, family-related outcomes, as well as contextual and methodological research directions of interest to family business researchers.

This chapter argues that there are many, just many many variables which contribute to academic performance as measured in degree outcome, and, as such, simple bivariate analysis is inappropriate. We use structural equation modelling, and explore the contribution of academic behavioural confidence, to make the point that it does contribute to academic performance, but to a lesser extent than self-efficacy theory argues. We suggest that this is because degree outcome is made up of many efficacy variables, which we argue are better captured overall in academic behavioural confidence.

For most people, especially those with fixed incomes, household budgets have to be balanced and sometimes the balance is precarious. With price rises of foods, there is a switch to a cheaper substitute within the group, or if it is a food for which there is no real substitute, reduced purchases follow. The annual and quarterly reviews of the National Food Survey over the years have shown this to be so; with carcase meat, where one meat is highly priced, housewives switch to a cheaper joint, and this is mainly the reason for the great increase in consumption of poultry; when recently the price of butter rose sharply, there was a switch to margarine. NFS statistics did not show any lessening of consumer preference for butter, but in most households, with budgets on a tight string, margarine had to be used for many purposes for which butter had previously been used. With those foods which have no substitute, and bread (also milk) is a classic example, to keep the sum spent on the food each week about the same, the amount purchased is correspondingly reduced. Again, NFS statistics show this to be the case, a practice which has been responsible for the small annual reductions in the amount of bread consumed per person per week over the last fifteen years or so; very small, a matter of an ounce or two, but adequate to maintain the balance of price/quantity since price rises have been relatively small, if fairly frequent. This artifice to absorb small price rises will not work, however, when price rises follow on one another rapidly and together are large. Bread is a case in point.

In recent years the political and practice climates have changed greatly, towards a focus on preventing negative experiences and vulnerability in the lives of children and young people, but at present many efforts suffer from two defects: they apply adult treatment ideas to young people, and they are not joined‐up responses. The article argues that young people are different from adults, having not yet established set patterns of behaviour, and that this offers a chance to intervene before the point of crisis. While they may misuse drugs and alcohol, in the main this is symptomatic of other problems that they need our support to face, which can be offered most effectively by services that are holistic and integrated, and which deal first with their emotional and family needs while also addressing personal development and vocational skills and training. These interventions need to begin well before the current housing crisis points around age 16 or 17.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.