http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/14525 2026-05-15T12:46:46Z http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/14716 Kikkōman Corporation, Japan: A Case Study on Family Business Longevity Goto, Toshio; Shukla, Hitesh Despite their practical and academic importance, family businesses (FBs) have not been well-studied in terms of their longevity. The present study addresses this gap through the case of Kikkōman Corporation, one of Japan’s leading FB with over 360 years of history. Founded in 1661 as a soy sauce brewery, this FB has grown into a leading international condiment and processed food company. As one of Japan’s leading publicly listed FBs, it has achieved the challenging feat of maintaining family influence in ownership and management while maintaining cohesion among its eight founding families. The firm has also leveraged external human capital, including a non-family CEO, as well as financial capital. This study identifies five key factors (values, maintaining and expanding family capital, governance, business succession and social contribution) through the case of Kikkōman Corporation for achieving long-term survival in FBs amidst the challenges of the business environment. This study employs the resource-based theory to examine the longevity of FBs, using the case of Kikkōman Corporation as an example. The study also examines literature on the longevity of FBs, with a key focus on Japan and its contributing factors. Goto, T., & Shukla, H. (2025). Kikkōman Corporation, Japan: A Case Study on Family Business Longevity. The Journal of Entrepreneurship, 34(4), 996-1020. 2025-12-14T00:00:00Z http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/14714 Strategic Thinking: Practicing and Promoting Strategic Thinking and Doing in Family Enterprises Allio, Michael K. Strategic planning continues to be a necessary but often ineffective process for preserving and adapting competitive advantage in these volatile, unstable, complex, ambiguous (‘VUCA’) times. What is needed more than ever is strategic thinking—which should inform formal periodic processes such as strategic planning and also infuse everyday strategic management and strategic adaptation. This is especially critical for entrepreneurial family enterprises. This article defines strategic thinking and clarifies how strategic thinking is distinct from, but highly complementary to, both strategic planning and strategic management. It identifies examples of strategic and unstrategic thinking in entrepreneurial businesses and corporations, highlights barriers and provides practical guidelines for leaders to practice and amplify strategic thinking and doing throughout their enterprise, to create value, balancing entrepreneurial drive with legacy and values. Allio, M. K. (2025). Strategic Thinking: Practicing and Promoting Strategic Thinking and Doing in Family Enterprises. The Journal of Entrepreneurship, 34(4), 716-740. 2025-12-08T00:00:00Z http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/14713 Exploring Family in Service Business Succession: Uncovering the Gap to Provide a Research Agenda D’Allura, Giorgia Maria This study represents the pioneering exploration of succession dynamics within family firms operating in the service industry by adopting a stewardship perspective. Surprisingly, there is a gap around research that considers the specificity of the service process in family firms. Considering the importance of both family firms and the service industry in international economies, the aim of this article is to explore the family influence in service business succession through a theoretical investigation inspired by stewardship perspective and provide a research agenda for future investigation. D’Allura, G. M. (2025). Exploring Family in Service Business Succession: Uncovering the Gap to Provide a Research Agenda. The Journal of Entrepreneurship, 34(4), 741-771. 2025-12-02T00:00:00Z http://dspace.ediindia.ac.in:8181/xmlui//handle/123456789/14712 A Framework for Facilitating the Success of Family Business Intergenerational Leadership Succession Planning in Sub-Saharan Africa Dzvairo, Abraham; Taft, Trevor Most family business theories and models used in sub-Saharan Africa are anchored on the Western worldview. However, various researchers acknowledge the flaws of these theories when applied in cultures outside the Western world. A dearth of studies that infuse Western-developed leadership and management theories with indigenous African knowledge exists. This study aims to develop a strategy that solves the problem of family business failure in sub-Saharan Africa. Findings revealed that family business leaders must prepare for succession, develop and select successors, and infuse both Ubuntu philosophy and the Western worldview during succession planning. The study developed a leadership succession planning framework for family businesses in sub-Saharan Africa to close the gap. Using systems theory and thinking and intercultural management thinking, this study shows how infusing the indigenous African knowledge anchored on Ubuntu philosophy can lead to successful succession that may translate into intergenerational family business survival in sub-Saharan Africa. Dzvairo, A., & Taft, T. (2025). A Framework for Facilitating the Success of Family Business Intergenerational Leadership Succession Planning in Sub-Saharan Africa. The Journal of Entrepreneurship, 34(4), 772-796. 2025-12-08T00:00:00Z