PurposeEffective change management is important for organizational development, but without knowing what features of change situations impact on employee behavior it is difficult to manage change successfully. Considering the changing age demographic of the Australian workforce and the shortage of skilled labor, the purpose of this study is to examine the important age group of young professionals and its perceptions toward organizational change.Design/methodology/approachBased on Lazarus and Folkman's cognitive phenomenological model of stress and coping, a framework of change perceptions was used to analyze young professionals' experience of change. A confirmatory factor analysis has been conducted surveying a sample of 261 young professionals from a diverse set of Australian organizations.FindingsThe analysis found that frequency of change and planning for change are significantly related to uncertainty, and in turn, that uncertainty is significantly related to job satisfaction and behavioral stress. Interestingly, it was found that although frequency of change is positively related to uncertainty, it is also positively related to job satisfaction. Findings indicate which features of change situations are related to poor well‐being outcomes and are therefore important for managers implementing change and working with young professionals.Originality/valueThe present study clarifies the relationship between young professionals and their perceptions of change. Practical implications of the findings for managers are discussed. Some recommendations for future research are provided.

Purpose Several studies of family firm failures have pointed to non-family members in leading positions as a reason. However, non-family members have often played a key role in family-firm longevity, while non-family executives’ involvement in family firms is increasing. These non-family executives who (co-)run family firms are thought to require an almost impossible set of behavioural qualities. The aim of this exploratory study is to find out how specific leader behaviours of effective family executives and non-family executives may differ. Design/methodology/approach Based on Dulewicz and Higgs’ (2005) broad leadership frame, the authors draw attention to a large range of behaviours of family-firm executives. In-depth interviews were conducted with successful German executives, both family and non-family ones. Their answers had to contain specific behavioural examples. Findings More behavioural similarities than differences are shown between family- and non-family-based executives. Yet, the self-reflective communicative behavioural qualities of the non-family executives could balance a lack of such qualities among the family-based executives. Based on the three major differences – decision-making style, communication versatility and self-awareness – specific new research propositions are distilled about effective family firm leadership. Originality/value Practical suggestions for recruiting non-family executives are offered. Future quantitative longitudinal research on how to pair specific behavioural qualities of family and non-family based executives that optimise family-firm longevity is urgently needed.

Purpose When studying innovation in family firms, several contradictions appear, as the family and the firm represent different social systems that follow different rules and expectations. This paper aims to argue that a deeper understanding and effective management of those paradoxes is crucial for the family firm’s innovation performance. Design/methodology/approach Using theory-building principles, this paper has an abductive character; new research propositions are offered to provide insights into the apparently paradoxical aspects of successfully managing a family firm’s innovation strategy. Findings Three contradictions are presented and discussed: first, the family can be a hazard and source for the firm; second, family members acting as shareholder and investor; and third, established practice and innovation issues may compete against each other in the quest to sustainably rejuvenate the organization. Inferences are drawn from these apparent contradictions concerning family firm management, providing a basis to form propositions that effectively support innovation. Originality/value This paper provides a paradoxical perspective on the innovation phenomenon in family firms and offers practical implications to help leaders better shape their organization’s innovation strategy.

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/ authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Recent research in Europe emphasizes the impact that market and technology forces have on innovation and performance. Simon (2009) surveyed innovative mid-sized family firms and a random sample of large multinationals to investigate whether they were predominantly