Parental self-employment has been shown to have a positive influence on offspring's subsequent choice of self-employment as a career. Previous studies have, however, not considered its dependence on parental performance in self-employment and at what stage of the offspring's development (late childhood, adolescence, or young adulthood) this influence is highest. This article uses social learning and career development theories to argue that first, parental influence may not exist in case of parents' economic failure in self-employment, and second, that when it does occur, it is more pronounced when the offspring is a young adult. Using the United States Panel Study of Income Dynamics data set, we find empirical support for our hypotheses.

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This article is a descriptive account of early missionary work of the Swedish Free Mission (SFM) in Kenya during the last part of the colonial era after national independence in1964. It attempts to reconstruct a memory of surviving local clerics and missionaries on their collaborative work in birthing a local church, the Free Pentecostal Fellowship in Kenya (FPFK). It relies on 20 in-depth interviews conducted by the authors in 2014, as well as missionary records found in FPFK’s head office in Nairobi.

PurposeThe purpose of the paper is to examine the effects of perceived parental entrepreneurial rewards, or PPERs (i.e. the offspring's perception of the degree of parental success in entrepreneurship), on the corporate venturing (CV) mode of entrepreneurial entry and the interaction effects of family business involvement (FBI) and formal employment on the association between PPER and CV by the next-generation family members.Design/methodology/approachA survey was administered to a sample of 738 small business owners in Kenya; of which, 440 small business owners were selected because they grew up in a family business context. A probit model was used to examine the main and interaction effects.FindingsPPERs significantly influenced CV. FBI improves the positive relationship whereas formal employment reduces the effects of PPER on CV.Practical implicationsFamilies in business need to improve conversations with their children to include discussions concerning the intrinsic and extrinsic rewards of running a family business, which may shape not only the entrepreneurial entry path of their offspring but also the willingness to establish businesses that may grow and lead to continuity of the family business of origin.Originality/valueThe study investigates the effect of being embedded in a business family in shaping the CV mode of entrepreneurial entry by the next-generation family members who may not, on the one hand, find independent own founding an attractive option and for whom, on the other hand, the succession mode of entry may not be an option.

Learning outcomes The learning objectives of this case include: ▪ Outline the brand repositioning approaches that Equity Bank used in its various stages of growth. ▪ Identify the impact of Equity’s brand repositioning in supporting its growth. ▪ Develop a brand repositioning framework for Equity bank as a fintech. ▪ Identify the theoretical frameworks that informed Equity’s brand repositioning during the various growth stages. ▪ Suggest a theoretical framework that would help Equity to reposition the new brand in the market. Case overview/synopsis In March 2020, the Government of Kenya declared a lockdown to slow down the spread of the Covid-19 pandemic. The lockdown of entire economic sectors put pressure on the adoption of technology to deliver services such as education, training and financial services. Banks had to innovate ways of supporting customers transactions with minimal physical and cash contact. Equity Bank had been implementing a digital banking strategy which had demonstrated successful adoption. Covid-19 accelerated the adoption and usage of Equity Bank’s digital banking by consumers. The bank found itself in a new territory competing fiercely with new and more agile fintechs. Consequently, Dr James Mwangi, the Group Managing Director and CEO of Equity Group, was contemplating the possibility of bringing forward the bank's strategic intention of repositioning as a fintech. He was convinced that such a move would bring massive success to the bank’s digital banking strategy, achieve enhanced efficiency, improve customer experience and attract a new segment of digital-savvy customers. But he needed to carry the Board, his management team and customers along in this repositioning strategy without sacrificing the gains made in the consumers' minds about Equity's brand as a bank. Complexity academic level This case can be taught to graduate-level students of marketing courses. It can also be taught to participants of executive education undertaking short courses in in business management and entrepreneurship. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.