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PurposeTo examine organizational diagnostics taken from the best practice model of change as organizational diagnostic factors in a specific type of business such as family businesses. These account for many of companies in Asia and are regarded as a special from the mixture of management focus on business, family and ownership.Design/methodology/approachIn order to manage changes in family business successfully, the organizational diagnostic factors are analyzed from executives' in‐depth interviews with Thai family businesses that implement new IT systems.FindingsCommunication, generation, ownership, family structure, politics and national culture are six diagnostic factors in Thai family businesses that are not the same as the model of change.Originality/valueConsultants and change agents in family businesses, especially in Asia, can use these factors as an additional guideline for their effective change management.

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Entrepreneurship has been a powerful source of economic growth and technological vitality in many parts of the world. We discuss the impact contextual factors (e.g. government policies and culture) have on entrepreneurial activity, as well as the critical role played by institutions. The need for trust and the acceptance of the legitimacy of new ideas are expanded upon. Entrepreneurship is also seen as a potent force for moderating the inequities created by globalization, and for fostering social (and technological) justice. Special attention is paid to entrepreneurship in emerging nations, particularly China and India.