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Cover -- Contents -- Chapter 1. Entrepreneurship and the Born Global Phenomenon: Theoretical Foundations and a Research Agenda -- Chapter 2. Managing Knightian Uncertainty in the New Economy: The RealNetworks Case -- Chapter 3. Niche Portals: Internet Oxymoron or Brave New Entrepreneurial Strategy? -- Chapter 4. Entry Strategies and the Emerging Structure of E-Commerce in Hong Kong -- Chapter 5. Action and Value: An Investigation of the Strategies of Internet New Ventures -- Chapter 6. Web-Based versus Traditional Firms at IPO: A Comparative Analysis of Differences and Valuation.

Cover -- Contents -- Introduction. Wither the Family Enterprise? Suggestions for Future Research -- Part I - General Approaches to Conceptualizing the Family Enterprise -- CHChapter 1. Analyzing the Dearth in Family Enterprise Research -- CHChapter 2. No Family is an Island: A Social Network Approach to Governance in Family Firms -- CHChapter 3. Heroes and Villains: Ethnic Chinese Family Business in Southeast Asia -- Part II - Dynamic Models of the Family Enterprise -- CHChapter 4. An Experimental Examination of the Fits Family-Business Model: New Insights From a Simulation Study Through System Dynamics -- CHChapter 5. Strategic Planning and Organizational Integrity in Family Firms: Drivers for Successful Postintegration Outcomes in M& -- A Procedures -- CHChapter 6. Exit Preferences in Family Businesses -- Part III - Succession as a Core Institution in Family Enterprises -- CHChapter 7. Family Involvement in Family Firms: Antecedents and Moderators -- CHChapter 8. Make or Buy? The Invisible Hand Behind Hiring Decisions of Family Firms -- CHChapter 9. Offspring Intentions to Join the Family Business. Does Culture Make a Difference? -- CHChapter 10. Performance Lags and Gap During Family Business Succession: The Dual Inefficiency of Succession Discontinuity and Lower Initial Postsuccession Performance -- CHChapter 11. A Theoretical Framework on the Role of HRM Practices in Family Business Succession -- About the Contributors.

The organizational learning dynamics inherent in the franchise relationship provide the primary focus for this research. By encoding knowledge of the skills needed to suceed within the contractual arrangement, the franchisor can short cut the learning process for the franchisee. Once the franchising arrangement is established, both franchisees and franchisors have vested interest in maintaining high levels of organizational learning. In this research a model is presented that incorporates these learning dynamics, and relates them to entrepreneurial returns. Using a sample of heavy-duty truck franchisees, the relationship between different types of organizational learning and performance are explored. The results indicate that the franchising contract may actually act to limit the returns to the franchise relationship. Instead, it may encourage the franchisee to direct their learning efforts to skew returns in their favor. Successful franchisees were found to systematically value the franchise contractual and non-contractual information content more than less successful franchisees.

This research examines business succession in small firms by presenting and testing a succession outcome decision model that is affected by the impact of family, performance, and strategy. Succession has been seen as an important issue in firms of all sizes, but the issue can be a much more personal one for entrepreneurs. Data were collected from a sample of 294 entrepreneurs using a questionnaire. These entrepreneurs were asked about the likelihood of various succession options, strategy, performance, and issues related to their family. Results indicated that in firms where family members were seen as making a positive impact to the firm's performance, entrepreneurs were more likely to see family member succession as the likely outcome. Historical performance did not have much impact on succession decisions, although expectations of poor future performance made family succession a less likely envisioned outcome.