This paper analyses the effect of corporate governance on value creation. It relies upon a dataset that includes the companies listed on the Spanish Stock Exchange for the period from 2005 to 2012. Attention is focused on the structure and composition of boards. In particular, four variables are analyzed: BOARD_SIZE, BOARD_INDEPENDENCE, BOARD_DILIGENCE (measured by the number of meetings), and DUALITY (chairman and chief executive officer being the same person). Over the period of the deepest economic crisis (2009–2012) the most significant variables that had a positive effect on value creation were BOARD_INDEPENDENCE and BOARD_SIZE. Hence, the global financial crisis has highlighted the need for effective corporate governance. Policy makers should think about translating the recommendations of the Good Governance Codes into legislation (mandatory), to improve corporate governance

Companies in general and family businesses in particular engage in local collaborations in rather diverse areas through their corporate social responsibility activities. The COVID-19 pandemic has made these contributions to community improvement more apparent, suggesting a paradigm shift. This conceptual paper proposes a reflection about the evolution of the corporate social responsibility activities linked to family businesses in emergencies and from the socioemotional wealth perspective. The contribution of this paper is twofold. Firstly, it provides an in-depth reflection on the evolution of philanthropy, posing the following questions: are we witnessing a reinvention of corporate social responsibility within the framework of family businesses because of the global pandemic; does this new trend deserve support, given the fundamental role that family businesses have played in this situation; and if so, what should such support consist of, and what is the optimal channel for articulating it? Secondly, the paper proposes a theoretical framework from the socioemotional wealth perspective to advance research about corporate social responsibility carried out by family businesses. Business families are more likely to implement strategies that promote ethical behavior and CSR activities in their companies. The pandemic situation has created new possibilities for developing CSR.

Objective: The purpose of this study was to explore how Family Offices (FOs) function as relational and strategic structures designed by business families to preserve their wealth, values, and cohesion across generations. Background: Unlike traditional financial institutions, FOs place the family—not just the assets—at the center of their purpose. As business families transition away from direct business management, the FO emerges as an organizational structure to support legacy planning, intergenerational dialogue, and relational continuity. Method: Through a systematic bibliometric review of 46 academic articles published between 1980 and 2024, four thematic domains in the FO literature were identified: organization and succession, investment strategies, entrepreneurship and philanthropy, and governance mechanisms. Results: Although investment remains a main theme, there is growing scholarly recognition of the FO's role in promoting family unity, educating younger generations, and transmitting values that strengthen identity and purpose. FOs may help families to manage complex emotional, generational, and financial dynamics. They serve not only as wealth management tools, but also as facilitators for intergenerational mentoring, philanthropic engagement, and conflict prevention. Conclusions and Implications: Anchored in theories of socioemotional wealth and family systems, this research shows how FOs can align financial decisions with relational well‐being and long‐term cohesion. It contributes a family‐centered perspective to the emerging field of FO studies and offers practical insights for family educators, therapists, and advisors seeking to foster family resilience and continuity in an increasingly complex socioeconomic context.

The paper proposes a methodology to enhance students’ learning experiences by using movie clips to teach business management concepts. We describe the entire management teaching process step by step, from film selection to evaluation through questionnaires. In this way, this design can be reproduced by instructors for teaching business management courses. Additionally, we carried out and analyzed questionnaires about student satisfaction and business management concepts acquisition with a quantitative multiple regression. The results suggest that watching movies improves academic results and, in particular, the post-viewing debate. Besides, the more current the movie is for the generation of students, the more impact it has on their learning, as they are more likely to pay attention. On the other hand, we cannot neglect the gender issue, as the content of the film has an important influence. Students may be disinterested in a movie with a marked male or female leading role.