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New research on innovation suggests that employees that are curious about mastering their workplace, and that desire to work more effectively, will have a higher ability to find useful information in the global marketplace and commercialize it.

Everyone is currently trying to picture what the future will look like after the COVID-19 pandemic has passed, how markets will be shaped, and how products and services will shift to address structural changes in organizations and society at large. However, the future we are facing is uncertain, disproportioned and evolving quickly 鈥� we don鈥檛 really know, nor can predict, what will happen.

New research on entrepreneurship suggests that religion and traditions shape the family structure to produce effects on family functioning and on the family mindset. These factors subsequently shape how transgenerational entrepreneurship is fostered or hindered through specific business practices in family firms.

The COVID-19 pandemic has impacted nearly every part of the globe. In the early phase of the pandemic, countries adopted nonpharmaceutical interventions. These interventions included school closures, travel restrictions, curfews, and quarantines. These strategies were motivated by the need for 鈥渟ocial distancing鈥� in order to slow the spread of the COVID-19 virus. But it was not always clear which of these interventions work best. For this reason, governments were faced with the dilemma of acting both quickly and correctly.

Business success, especially for entrepreneurs who are just starting out, is often measured in terms of new venture growth. Unfortunately, this kind of growth can be hard to achieve for entrepreneurs who don鈥檛 have access to many resources.

Groups of professionals hardly ever work alone. Often, occupational groups benefit from exchanging and relying on the expertise of other occupational groups. Or they many need to collaborate to complete a given project. These exchanges of knowledge and services require a considerable amount of coordination.

Many daughters and sons growing up in a successful family business and who have their own entrepreneurial ideas struggle to become autonomous from the family鈥檚 business. Most research tends to examine how younger, next generation family members build their careers by engaging in internal venturing as a way of growing their existing family business. What is lacking here is research that looks at the ways in which these daughters and sons rely on external venturing, that is, to start their own business outside the existing family business, to achieve greater autonomy and pursue their independent business ideas.

The way that new ventures are financed is very important. It has substantial implications for a company鈥檚 survival, growth, and performance. For this reason, a lot of research exists that examines what explains startups鈥� choices of financing sources, typically drawing on rational economic theories such as pecking order or trade off theories.

An important process that occurs at the nexus of entrepreneurship and family is the creation of new opportunities for one鈥檚 self and one鈥檚 kin. But this is not an easy task. There are many challenges that come with facing this unfamiliar and uncharted territory. For this reason, it makes sense that the journey be narrated in the form of metaphors embedded in family discourse. Yet, little is known about how these narratives are constructed or used.

When organizations grow too fast, they expose themselves to several risks. In the past, research has shown that people who try to move forward without careful evaluation is often associated with unethical decision-making, while taking time to evaluate consequences is associated with ethical decisions. Does this same rule apply also to organizations?