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For a solution to the family business definition dilemma, we propose the application of a scale that assesses the extent and the quality of family influence via the measurement of three dimensions: Power, Experience, and Culture. The Family Influence on Power, Experience, and Culture (F–PEC) scale is tested rigorously, utilizing a sample of more than 1,000 randomly selected companies, through the application of exploratory and confirmatory factor analytic techniques. The scale demonstrates high levels of reliability. F–PEC has been applied in a number of studies, contributing to theory development, particularly in terms of the impact of family influence on distinct resources, and as a source of competitive advantage.

This article proposes an alternative method for assessing the extent of family influence on any enterprise, enabling the measurement of the impact of family on outcomes such as success, failure, strategy, and operations. This proposed method, utilizing a standardized and valid instrument–the F‐PEC–enables the assessment of family influence on a continuous scale rather than restrict its use as a categorical (e.g., yes/no) variable. The F‐PEC comprises three subscales: power, experience, and culture. This article discusses these scales in detail.

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Are organizations responding to significant changes in Australian labour force demographics by providing more family‐friendly programs? This article explores whether or not variations across companies in the implementation of work‐family programs and policies relate to demands of key constituent groups. Findings of the present evaluation indicate that certain employee demographic factors, particularly employees with dependents, women, union members, and long‐serving employees are more likely to predispose an organization to offer work‐family benefits. Employers need to be able to characterise the demographics of their workforce to plan the type of policies and programs that might be most suitable and contribute to productivity outcomes.

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Awareness of factors associated with academic performance in tertiary accounting education courses is useful for selection officers, educators, administrators and students. Yet research shows findings relating to this topic area to be inconclusive. Also, investigations are typically crosssectional rather than longitudinal, and as such can have limited application. Furthermore, issues concerning the effect on academic performance of transferring between institutions appear not to have been investigated in relation to TAFE-to-university accounting students. This investigation evaluates the effects of a range of demographic, behavioural and educational variables on the Year 1, Year 2, and Year 3 academic performance of Year 12-to-university, and TAFE-to-university accounting students at one Australian university. Findings reveal that the best predictor of academic performance in any one year is the performance in the same discipline in the previous year. Notably, successful Year 12 Accounting completion had an enduring positive effect for all university accounting grades. Type of secondary school attended, previous year's academic grades, and level of interest in accounting as a discipline and profession also proved to be significant influences on academic performance. In addition, findings suggest that transfer shock is apparent for TAFE-to-university transferees. Recommendations include consideration to be given to applicants' prior performance in that discipline when universities make offers, closer liaison between university and TAFE accounting departments when accepting TAFE-transfer students, and dedicated university-orientation programs for transfer students. Possibilities for further research are also discussed.