Several empirical investigations indicate that family firms are more innovative under the founding generation’s leadership and become less innovative in later stages, while others state the opposite. Within this debate, limited attention has been devoted to understanding how intra-family succession might be an opportunity to maintain or improve family firms’ innovativeness. This paper aims to explore how family firms’ innovativeness may evolve from the first to the second generation and understand which conditions may favour or hamper this change. A qualitative approach based on a multiple case study was adopted, conducting seven face-to-face semi-structured interviews with founders and successors that formed the basis of four case studies. The results reveal four different dynamics that characterise how a first-generation family firm’s innovation capacities are or are not passed on to the second generation: decline, transformation, consolidation and preservation. Findings also show that these dynamics depend on the founders and successors’ approaches towards innovation. To better depict differences between them, we propose a typology of founders (lone innovator, collaborative innovator and orchestrator innovator) and successors (prodigal son, game changer, talent scout, faithful disciple) and explain how they influence the evolution of innovation from the founder generation to the next.

Gender inequality in the division of family work is vastly corroborated and work–family balance is an important topic in the female entrepreneurship field of research. Even if work–family balance should be a necessity indiscriminately perceived by all women and men who have a paid job, it is a particularly pertinent issue for women, called to find equilibrium between work and family. This study analyses the situation of men and women entrepreneurs in order to investigate how the economic crisis affected the work–family balance. A survey was conducted on a sample of 218 men and women sole-proprietors. Findings show that the work–family balance of women entrepreneurs does not seem to have been particularly affected by the crisis. However, some differences between men and women remain. Concerning balance, as expected, only women stated that they personally take care of the house and family. Different perceptions of the crisis between men and women also emerged, as a consequence of gender stereotypes. Women entrepreneurs have greater difficulty in having an internal psychological balance of the double role than men, who are more involved in the implementation of external balance and focus on corporate and social provisions.

This paper focuses on family businesses’ opinions and perspectives concerning soft issues raised by the succession process and their willingness to involve an external advisor. An empirical research study based on multiple case studies was carried out. Through 25 direct interviews with the incumbent and/or successor, 15 Italian family businesses were analysed that have experienced or are going through a succession process and have involved, or have chosen not to involve, external advisors. Results underline that many family businesses are aware of the relevance of soft issues for a successful outcome of succession. However, this awareness does not always turn into a real request for advice. Family businesses often consider succession planning a private affair and prefer not to share it with external subjects. Instead, family businesses that have asked for external advisors have often complained, saying that they are mainly focused on hard issues and forget that managing soft issues is often the real key to effective succession.

The purpose of this paper is to understand how Italian micro-entrepreneurs responded to the economic crisis and strategies they adopted to deal with it. A comparison between male and female entrepreneurs is presented, in order to understand if they adopted similar or different strategies. The paper also aims to understand if variables, other than gender, influenced strategies adopted to face the economic crisis. Drawing from a telephone questionnaire survey involving a sample of 300 (150 male and 150 female) owners of Italian micro-enterprises, located in Marche Region, findings suggest that entrepreneurs mostly dealt with the crisis through a defensive approach (restructuring and resizing strategies). Compared to men, female entrepreneurs had a lower propensity towards offensive strategies (innovation, development and growth). Differences in the approach towards the crisis were also identified with respect to company’s age, industry and impact of the crisis. These findings contribute to the debate on gender-based differences in behaviors, attitudes and preferences. Moreover, they can help to identify economic policy measures useful to help men and women entrepreneurs to address the crisis. Policy-makers who want to support female entrepreneurship should consider these aspects, in order to identify tools and policies that can help female firms to resist the crisis more effectively in the short-term and to seize new market opportunities in the recovery phase. The sample is restricted to sole proprietors and to a limited geographical context. So further analysis should involve companies of different sizes and located in different geographical contexts, both in Italy and abroad.

Purpose: The purpose of the this paper is to understand what is the approach adopted by accountants when they provide advisory services to family businesses (FBs) involved in a succession process.Design/methodology/approach: Data for this study were collected through a questionnaire survey involving 175 Italian certified accountants. They answered questions about their experience, attitudes, behaviors and opinions toward FB succession.Findings: Accountants are mostly concerned with technical elements and solutions (hard issues) and are less careful about relations and communication between family members (soft issues). They also underestimate the relevance of the ability to empathize with the FB owner and other family members. Despite the literature recommendations to collaborate with other advisors from a variety of backgrounds, most of the accountants work on their own or with other experts on hard issues (notaries, lawyers and bank operators). All these aspects may cause a discrepancy between FBs’ expectations and accountant’s professional practice.Research limitations/implications: Results are mainly descriptive and are limited to the perceptions and experiences of accountants interviewed.Practical implications: This study offers some guidance for the accountant’s professional practice. Even if accountant’s technical skills are undoubtedly essential when addressing the main hard issues posed by succession, soft issues often represent the real problem to be managed or the most complicated one. Accountants should help less aware entrepreneurs to acquire a better knowledge of succession and to adopt a holistic approach, integrating every dimension and perspective involved. This means that succession should be tackled through an interdisciplinary approach.Originality/value: The research on the role of external subjects in family succession examines, above all, the perspective of the FB. This study offers an alternative approach, adopting the accountant’s perspective to analyze his/her role and experience in the management of succession.