A family’s transgenerational intention (TI) to pass ownership of the firm to the next generation of family members is the defining characteristic of a family. TI reflects a family’s intention to engage in succession planning, which is the primary predictor for succession success. In this study, we draw on psychological ownership theory to develop and test a model of a family’s TI. In the model, we argue that family influence impacts TI through shared identity. We also argue that a family firm CEO’s relationship to the family (by blood vs. marriage vs. hire) moderates the relationship between shared identity and TI. We tested our hypotheses and the model on a sample of North American family firms and found support for most hypotheses.

Purpose -The success of knowledge transfer very much depends on a company's ability to effectively manage their knowledge transfer process. The purpose of this paper is to argue that a critical component in understanding knowledge transfer in the international arena is the speed of that knowledge transfer (and those factors that influence that speed) within a multinational enterprise (MNE). Design/methodology/approach -In this paper, social capital theory is used to argue that social capital is related to the speed of knowledge transfer within an MNE. The three dimensions of social capital, i.e. relational, dimensional, and cognitive, facilitate the transfer process and effect the rapidity of technology transfer. Findings -The role of knowledge transfer speed in MNEs knowledge management has been neglected and, yet, the speed of knowledge transfer is critical for MNE organizations to build or maintain their competitive advantage. A critical component in understanding knowledge transfer in the international arena is the speed of that knowledge transfer (and those factors that influence that speed) between different units. Originality/value -This study examines social capital to better understand knowledge management at the intra-firm level of an MNE. The success of knowledge transfer very much depends on a company's ability to effectively manage that knowledge transfer process. Using social capital theory, we argued that the three dimensions of social capital (relational, dimensional, and cognitive) are related to the speed of knowledge transfer from the parent company to the foreign subsidiary.

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Using the lens of institutional theory and the legitimization construct, we discuss how new ventures select an organizational structure, how new ventures obtain legitimacy for their organizational structure, and change institutional norms. We examine how institutional forces may influence the organizational structure of new ventures in both established and new fields and discuss how institutional theory may provide an explanation of the organizational structures available to new venture firms entering into established business fields. Additionally, institutional theory is evoked to better understand the process by which new ventures may establish an organizational structure where no institutionalized (legitimated) structure currently exists.

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