This article reports on a study investigating the effects of both family and non-family social capital on firm performance. Specifically, we contend that non-family social capital has a stronger effect on firm performance than family social capital and it also serves as a mediator between family social capital and firm performance. Using a sample of 172 Spanish family firms that includes two respondents per firm, we test a structural model that confirms our hypotheses. Our results extend the understanding of social capital beyond family firms by exploring both family- and non-family-based social relationships in a context in which social factors are predominant.

Research on innovation in family firms has been increasing recently; however, the results are mixed, especially for non-listed firms. Based on internal social capital, we explore whether the relational antecedents of innovation are contingent on family involvement in management. Using a sample of 172 Spanish family small and medium-sized enterprises – an organisational form with prominent social and emotional factors – we test a structural model that examines the influence exerted by family involvement in the top management team on the relationships between innovation and internal social capital – in the form of family social capital and non-family social capital (family group and non-family group, respectively). The empirical findings obtained using the partial least squares technique show the importance of family involvement in management in such relationships in family firms. Family involvement in management was found to have negative effects in the relationship between internal social capital and innovation.

Honey bees and beekeeping belong to a large enterprise where the managers are the beekeepers, the workers are the bees, and the products generated are ecosystem goods and services, mostly intangible. Evidence for a reduction in the number of pollinating insects in the planet due to causes that are still being studied has put the spotlight on beekeeping activity and bees (wild and managed) due to their extraordinary capacity to contribute to pollination. The aim of the present work was to detect, identify, and analyze the set of environmental, socioeconomic, and sociocultural utilities (goods and services) generated by honey bees and beekeeping in order to identify possible interrelationships between them. The aim was to demonstrate that these utilities, far from being watertight, are interconnected, which will help to increase their value and highlight their positive externalities (genetic diversity and landscape, among others). This research begins with an overview of some seminal articles, published mainly in the last three years, which were searched following a review using keywords in major databases. After reading the seminal articles and others that were referenced, we analyzed the main utilities generated by honey bees and the possible relationships between them. The main contribution of our results is the determination that the generated utilities are interrelated, which could contribute to increasing their value. In addition, we found that, of the three interrelated dimensions, the socioeconomic dimension encompasses the environmental and sociocultural dimensions. The article ends by proposing future lines of research.

Recent research on green human resource management suggests that the social exchange process is conducive to employees behaving pro-environmentally. Previous studies have focused exclusively on reciprocal exchange and have largely overlooked the possibility that negotiated exchange also occurs. In this paper, a research model is developed to test whether the effect of green human resource management on employee eco-initiatives through the mediation of supervisory support for the environment is conditioned by felt responsibility for change and negotiated exchanges. Using data from a two-wave study, the findings show that the mediating effect is stronger at high levels of negotiated exchange only for employees displaying low levels of felt responsibility for change. The results also indicate that negotiated exchanges do not intervene in the case of employees exhibiting high levels of felt responsibility for change. This study provides new insights for understanding how social exchange operates in an environmental sustainability context.