The chapters of this first part each explore specific questions and contribute to building knowledge at the junction of the fields of family business and entrepreneurship. As the literature review in the Introduction to this book shows, this overlap is the focus of much of the previous research, but, until now, many aspects of entrepreneurship have been neglected in the family business literature. Collectively, the contributions of these works expand the scope of research at the junction of these fields because the variety of views of entrepreneurial that can be called upon has been expanded. The contribution of Sarasvathy and colleagues demonstrates how the effectual framework can be useful to understand entrepreneurial behaviors of family businesses. Organizational entrepreneurship is developed in two ways: the seven circumstances and the model of Internal Corporate Venturing – each address very useful canvases for further research. Finally, although it is well known that family businesses are more socially responsible than other forms of organizations, the contribution of Campopiano and colleagues offers a view of Social Family Entrepreneurship upon which others can build. In addition to the specific suggestions for further research detailed in each chapter, here we note the main common points which deserve more attention:
• the perceived need of family control in the family businesses or its spin offs and its consequences;
• the types and dynamics of the relationships between family and nonfamily shareholders, as well as the evolution over time of the distribution of shares among these two categories;
• the inclination and interest of external stakeholders for inclusion in family business’s social responsible initiatives;
• the interactions between different generations involved in the family business, more specifically related to the degree of management autonomy and the capacity to generate new initiatives in the business context, more or less apt to support debate between generations;
• the influence of life cycle stages on the firm’s capacity to react to environmental contingencies and to favor entrepreneurial initiatives.