Purpose Knowledge transfer plays a key role in the succession process. While much attention has been given to the passing of business knowledge form incumbent to successor, less is known about the use of nonfamily knowledge during this most crucial of family business events. The purpose of this paper is to look how knowledge from nonfamily employees is treated at times of succession. Importantly, it considers how the controlling family’s cultural background may influence nonfamily knowledge use, and subsequent implications for the succession process. Design/methodology/approach An exploratory comparative case study design is adopted in order to uncover the complex social and cultural dynamics around knowledge use. Four case studies are presented from family businesses of different, and contrasting, cultural origins. Data were collected using semi-structured interviews, observations and formal secondary data from the organisations, all of whom operate in the UK. Findings Findings reveal a complex picture, part influenced by the cultural dynamics of the family and part by business necessity. Specifically, power–distance appears as an informative cultural dimension, influencing how knowledge is used and nonfamily are perceived. While some family businesses privilege the knowledge from family, others see the need to build knowledge relationships more broadly. Originality/value This paper provides further evidence to the heterogeneity of family businesses. It moves beyond a processual explanation of succession to develop a more contextually aware understanding of the dynamics and sensitivities involved.

Purpose Eco-innovation has been identified as a source of gaining a competitive advantage on a global scale. To build upon that, this study aims to deepen the understanding of eco-innovation in the context of small- and medium-sized enterprises (SMEs) and investigates the impact of having a clear eco-innovation strategy on a company's sustainability and performance. Design/methodology/approach A sample of 249 SMEs located in Portugal and the UK participated and structural equation modelling (SEM) was applied to explore the relationship among the constructs. Findings The findings reveal that both internal and external factors influence the design of an eco-innovation strategy. However, the relevance of external factors seemed to be more significant for Portuguese SMEs. This study concludes that product/process eco-innovations and green innovation systems are determinants for sustainable performance in SMEs. In contrast, the environmental technologies and organisational eco-innovation dimensions are not determinants. This is observed both in Portuguese and UK SMEs. Originality/value Most studies in the field tend to explore the role of eco-innovation in large organisations. This study takes a different approach by exploring its impacts on the sustainable business performance of SMEs. Furthermore, it combines data from two countries, which constitutes a strength and gives the opportunity to explore this phenomenon empirically.

Main field of study CEMS Year 2020 Academic Advisor's Name Ioannis Christodoulou, associate professor Description of the goal, tasks and main results The main goal of the research is to explore strategic involvement of middle managers in formulation and implementation of digital transformation change projects and identify what roles and strategic activities are the most important for projects' successful implementation. To achieve specified goal previous research background was examined resulting in the development of new and appropriate for the study framework. It was then applied to gather and analyze data about middle management strategic behavior in digital transformation context through the experience of management consultants. Main results of the study include identification of middle management strategic roles and activities that are present in digital transformation projects and their importance evaluation of the successful implementation of such projects.

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This study aims to explore the role of small and medium-sized enterprises (SMEs) in developing data-driven solutions to address the direct and indirect challenges posed by COVID-19. A sample of six case studies of SMEs from the UK and Portugal were selected to explore in-depth the experience of these companies in proposing innovative solutions in the pandemic context. The findings reveal that the pandemic caused amplifying effects on the digitalization of organizations and the emergence of data-driven solutions. However, the development of a data-driven approach involves not only technologies but also the digitalization of processes and highly skilled human resources. The pandemic was also a catalyst for the emergence of collaborative initiatives that have enabled the development of solutions involving diverse players from science, business, and civilian society. This study offers innovative contributions by focusing exclusively on companies developing data-driven solutions supported by technologies such as the internet of things (IoT), big data, and artificial intelligence.