The woodcraft industry has been developing in Bali for more than half a century in the form of family business (SMEs) which is currently managed by the third generation or the transition from the second to the third generation, where this phase is the climax of the family business. Apart from contributing to tourism, this craft business also has cultural values. Moreover, the tourism situation and macroeconomic shocks have had an impact on business conditions. This research aims to analyze the performance of a woodcraft family business based on a family and financial approach, through a two by two matrix analysis as well as to analyze the determining factors of willingness to succession of woodcraft family business in Bali, with MICMAC analysis. The results show that the performance of the family business in this case is high emotional but low financial capital. There are 18 identified factors related to the willingness to succeed in the woodcraft family business, and the most influential factor (existing and forecasting) is the participative leadership style, while the most dependent is personal interest which is the involvement of the successor from an early age in family business activities.

The current study examined the effect of the style of transformational leadership on innovative work behavior as well as the internal locus of control’s moderating role and psychological empowerment between the relationships of them. We collected data from 422 respondents who are related to family business in Malaysia. Path coefficient analysis was employed to test the hypotheses and SPSS software was used for analyzing descriptive data. The results showed that transformational leadership style, psychological empowerment and internal locus of control have affirmative relationship and significant impact on innovative work behavior. Finally, psychological empowerment and internal locus of control were not found to have moderating effect between innovative work behavior and the style of transformational leadership.

The importance of CSR is admitted by the majority of researchers. However, its determinants or antecedents still has not been explicated, completely. In this paper we analyze the link be-tween sustainable human resource management and corporate social responsibility through the development of sustainable dynamic capabilities. The main objective is to dress a pathway for corporate social responsibility based on components of SHRM. An indirect effect is identi-fied on literature with further exploration of mediating and moderating effect between SHRM and CSR. Data are collected from 182 questionnaires addressed to stakeholders of family business on Saudi Arabia on different activity areas. Structural equation modelling is used for hypothesis testing. The results highlight that organizational learning capacity (OLC) moderate the effect of individual responsibility on employee development which means that the individual responsibility stimulate employee development and this effect is much more important if we develop an organizational learning capacity. Added to this, a mediating effect of resource interaction capability between well life balance and environment protection was confirmed. We identified roadmap to develop corporate social responsibility based on sustainable human resource management by the development of dynamic capabilities. This can stimulate an auto-evolution for human capital, organization and society.

The study proposed a multi-criterion decision model from benefit, opportunity, cost, risk aspects of SME family business to develop logical investment priorities for northeast Indian family entrepreneurs. The data was collected from 368 northeast entrepreneurs and analytical hierarchy process was applied to develop weights and priorities of every criteria and sub-criteria. The study found employment opportunity; business growth; reputation; stability and succession planning as top priorities. The findings provide heuristic judgment for entrepreneurs and infer to entrepreneurs while taking strategic investment decisions and also to local governments, policymakers, and industrialists. Further, the limitations and research directions were presented.

Due to the thrive of family businesses in the current economic situation, to solve the problem of the definition of these businesses, in this paper we suggest using a scale that measures the quality of family influence through three dimensions: power, experience, and culture. The family influence on power, experience and culture (F-PEC) scale, as well as strategic planning, have been tested precisely using a random sample of more than 211 people from two companies of Golestan and Shemshal industrial group located in Tehran, Iran through using the confirmatory factor analysis technique. The Scale shows a high level of reliability. F-PEC has been used in a number of studies to theoretical development, particularly in terms of the impact of family influence on the individual resources and as a source of competitive advantage. In this research, strategic planning is also considered as a source of competitive advantage and its impact on the success of the family business has been investigated.