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Intro -- Contents -- Notes on Contributors -- List of Figures -- List of Tables -- 1 Why Succession Is a Critical Issue for SMEs: Perspectives and Cases in the Asian Context -- 1 Background -- 2 How Asian Countries Developed Overseas Markets -- 3 Family Characteristics of SMEs in Asia -- 3.1 Globalization of SMEs Led by the Founder and His Family -- 3.2 Aging Family Founders -- 3.3 SMEs in Taiwan -- 3.4 SMEs in China -- 3.5 SMEs in Japan -- 3.6 SMEs in Singapore -- 3.7 SMEs in India -- 4 Spindle in This Book: Succession and Innovation-A Two-Sided Coin -- 5 Chapter Abstract -- 6 Case Outlined -- References -- 2 The Analytical Framework on Succession and Development in Family Firms -- 1 Introduction -- 2 An Analysis Framework on Family Firm Succession -- 3 The Relations Between Strategic Position Framework and Resources in Family Firms: The Sustenance, Re-Composition, and Breakdown of Resources -- 4 Conclusion -- References -- 3 Absence of Customers' Voice as the Cause of Limited New Product Development in a Small Long-Standing Family-Owned Craft Business in Japan -- 1 Opening Case -- 2 Overview of Gyokusendo, Its Business, and Industry -- 2.1 The Owner-Family -- 2.2 Local Area and Industry -- 2.3 Succession Career Path -- 3 Solutions -- 3.1 Direct Sales to Department Stores -- 3.2 Expanding the Customer Base at Department Stores -- 3.3 Opening of Directly Managed Stores -- 3.4 Consequence of Opening Directly Managed Retail Stores -- 4 Exploring the International Market -- 4.1 Attending International Trade Fairs -- 4.2 The Krug Deal with LVMH Group -- 4.3 Sales to Wealthy Russians -- 4.4 Consequences of Business in Russia -- 5 Summary of Challenges and Responses -- 5.1 Summary of Gyokusendo's Challenge -- 5.2 Measures Taken by Gyokusendo to Overcome the Challenge -- 5.2.1 Changing Distribution Channel -- 5.2.2 Establishment of Own Retail Stores.

PurposeThe purpose of this paper is to contribute a multilevel, cross-national analysis of the role that sociocultural context may play to enrich the understanding of strategic renewal in family firms. The authors conceptualize sociocultural context as consisting of firm-level social contexts and national culture, and propose that: heterogeneous social contexts in family firm management, i.e. family CEO and multigenerational involvement, give rise to mindsets that have differential effects on renewal efforts and that the proposed effects are subject to variation due to the moderation of national cultural dimensions of uncertainty avoidance and power distance.Design/methodology/approachThe authors use unique date set consisting of 959 family firms from 26 countries drawn from a cross-national, quantitative study of family firms.FindingsThe authors found that family CEO is negatively related to renewal across cultures, and this relationship is attenuated by uncertainty avoidance and power distance. In addition, multigenerational involvement is positively related to renewal, and this relationship is enhanced by the two cultural dimensions.Practical implicationsThe authors suggest that decision makers examine how different contexts, practices and cognition contribute to overall dominant logics that exist in firm. In doing so, they can evaluate how logics as a whole affect renewal, and also how different parts of the logics play a role. This overall evaluation will afford managers a holistic picture of renewal forces that operate in family firm and allow managers to make precise changes to enhance strategic renewal.Originality/valueThe findings support the contention that there is cultural-dependent countervailing effects on strategic renewal within family firms.

The construct of cultural intelligence, recently introduced to the management literature, has enormous potential in helping to explain effectiveness in cross cultural interactions. However, at present, no generally accepted definition or operationalization of this nascent construct exists. In this article, we develop a conceptualization of cultural intelligence that addresses a number of important limitations of previous definitions. We present a concise definition of cultural intelligence as a system of interacting abilities, describe how these elements interact to produce culturally intelligent behavior, and then identify measurement implications.