Fattal Group: Positioning the next generation of entrepreneurs

We investigate family CEO birth order as an antecedent of family firms' CSR behavior. Despite psychology literature recognizing it as a key predictor of individual behavior, birth order has been largely neglected in management research. Drawing on...

Non-family managers play a crucial role in fostering innovation within family firms, yet their impact remains debated due to inconsistent research findings and a lack of comprehensive synthesis. This study integrates this effect through a meta-ana...

Family offices are experiencing unprecedented growth, with an estimated 17,000 worldwide and nearly 10,000 established in just the last fifteen years (EY, 2022). Yet despite this rapid expansion, academic research has struggled to keep pace with p...

Family firms are often portrayed as cohesive systems driven by strong family leadership. But what happens when these firms grow complex, operate across multiple business units, and rely heavily on nonfamily managers? After all, nonfamily employees...

In entrepreneurial families, complexity lies primarily in their ongoing interaction with the family.

Belonging is important because it is what holds an organisation together when complexity increases. It is not a “soft” feeling: it is an operational condition. When people experience a sense of belonging to a recognisable “us”, coordination costs ...