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Awards & Honors
Article
Family involvement and firm performance: A worldwide study unveiling key mechanisms

Prior literature establishes a link between family involvement and the firm financial performance. However, the mechanisms through which family involvement in a firm affects its financial performance in different institutional settings are largely unknown. Using an unbalanced panel of 3,322 listed firms from 32 countries over a 9-year period, we…

Family Business
Family Business Review – Amongst top cited articles
By Ivan Miroshnychenko, Rui Torres de Oliveira, Alfredo De Massis and Ruth Überbacher
in Family Business Review
October 2024, vol. 37, no. 4, https://doi.org/10.1177/08944865241290856
Family involvement and firm performance: A worldwide study unveiling key mechanisms
By Ivan Miroshnychenko Rui Torres de Oliveira Alfredo De Massis and Ruth Überbacher
in Family Business Review October 2024, vol. 37, no. 4, https://doi.org/10.1177/08944865241290856
Summary
Prior literature establishes a link between family involvement and the firm financial performance. However, the mechanisms through which family involvement in a firm affects its financial performance in different institutional settings are largely unknown. Using an unbalanced panel of 3,322 listed firms from 32 countries over a 9-year period, we…
Family Business Review – Amongst top cited articles
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Article
Innovation through tradition: Lessons from innovative family businesses and directions for future research
Family Business
Academy of Management Perspectives Decade Award 2026 – Winner
By Alfredo De Massis, Federico Frattini, Josip Kotlar, Antonio Messeni Petruzzelli and Mike Wright
in Academy of Management Perspectives
February 2016, vol. 30, no. 1, pp. 93-116, https://doi.org/10.5465/amp.2015.0017
Innovation through tradition: Lessons from innovative family businesses and directions for future research
By Alfredo De Massis Federico Frattini Josip Kotlar Antonio Messeni Petruzzelli and Mike Wright
in Academy of Management Perspectives February 2016, vol. 30, no. 1, pp. 93-116, https://doi.org/10.5465/amp.2015.0017
Academy of Management Perspectives Decade Award 2026 – Winner
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Article
Stop running so many AI pilots

In late 2023, when the management team at the consumer packaged goods company Reckitt considered adopting gen AI, potential use cases spanned the business—from drafting presentations to delivering customer support to optimizing procurement contracts. Many of the use cases guaranteed time savings and an immediate return on investment, but they ap…

Artificial Intelligence Strategy
Harvard Business Review 10 Must Reads on Artificial intelligence, updated and expanded collection 2025 – Featured
By Goutam N. Challagalla, Mahwesh Khan and Fabrice Beaulieu
in Harvard Business Review
November-December 2025, vol. 103, issue 6, pp. 90-99
Stop running so many AI pilots
By Goutam N. Challagalla Mahwesh Khan and Fabrice Beaulieu
in Harvard Business Review November-December 2025, vol. 103, issue 6, pp. 90-99
Summary
In late 2023, when the management team at the consumer packaged goods company Reckitt considered adopting gen AI, potential use cases spanned the business—from drafting presentations to delivering customer support to optimizing procurement contracts. Many of the use cases guaranteed time savings and an immediate return on investment, but they ap…
Harvard Business Review 10 Must Reads on Artificial intelligence, updated and expanded collection 2025 – Featured
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Case Study
FIBA eSports: The value capture challenge
FIBA eSports: The value capture challenge

The International Basketball Federation (FIBA) had long recognized that the game of basketball was evolving beyond physical participation. That shift became impossible to ignore in 2020, when the Covid-19 pandemic shut down live events and left fans stuck at home. With no traditional products to deliver, FIBA saw esports as a timely strategic ex…

Value Creation Digital Strategy
2026 John Molson MBA International Case Competition – 1st place
By Amit M. Joshi, Ivy Buche and Aundria Elahe Mirabrishami
Case reference: IMD-2705, © 2025
FIBA eSports: The value capture challenge
By Amit M. Joshi Ivy Buche and Aundria Elahe Mirabrishami
Case reference: IMD-2705 ©2025
Summary
The International Basketball Federation (FIBA) had long recognized that the game of basketball was evolving beyond physical participation. That shift became impossible to ignore in 2020, when the Covid-19 pandemic shut down live events and left fans stuck at home. With no traditional products to deliver, FIBA saw esports as a timely strategic extension to complement traditional basketball with a digital-first discipline that could engage younger audiences. Governed under FIBA’s statutes and structured as a national team competition, eFIBA was created to establish a new basketball discipline – enhancing the sport and advancing FIBA’s vision to unite the global basketball community. Between mid-2020 and the end of 2021, the eFIBA team launched three fully virtual tournaments – FIBA Esports Open I, II and III – with the objective to “learn by doing.” This set the foundation to deliver more ambitious eFIBA Seasons 1, 2 and 3. A key evolution in the tournament format from Season 2 onwards was that the World Finals were held in person in a host country. This created an X factor for the tournament. Each successive season witnessed increasing engagement from National Federations, dedicated eBasketball players, enthusiastic fans, sponsors, content creators and influencers. However, a key partner pulled out after Season 2 in early 2024 and eFIBA had to deliver Season 3 and future seasons with diminished resources. This marked a turning point for eFIBA. In 2025, as the eFIBA team set out to develop a five-year strategy to 2029, several questions came to the fore: What value had eFIBA created for different stakeholders to allow it to stand on its own as a brand? What different B2B and/or B2C business models could eFIBA explore to capture higher value? How should eFIBA go about developing a three-year roadmap to enhance value creation for different stakeholders and sustain value capture going forward?
2026 John Molson MBA International Case Competition – 1st place
Reference IMD-2705
Copyright ©2025
Copyright owner IMD Copyright
Organization International Basketball Federation
Industry Travel and Leisure, Sports
Available Languages English
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