Bound by blood in the family firm? Examining the effects of trusting and feeling trusted in the family firm top management team

This study integrates the organisational trust and family firm literatures to examine the effects of trusting and feeling trusted in family firms—that is, enterprises that are significantly influenced by members of the same family. Data from 79 organisational triads comprised of family and nonfamily top management team (TMT) members (n = 158) and chief executive officers (CEOs) (n = 79) demonstrate that trusting in, and feeling trusted by, the CEO of a family firm has benefits for TMT job performance, commitment, and voice behaviour. In addition to demonstrating the impact of trusting and feeling trusted, this study adopts a social identity theory perspective to examine differences in trust-related perceptions and behaviours among family and nonfamily TMT members. Results indicate that family TMT members feel more trusted by the family CEO, and perceive the family CEO as more trustworthy, than nonfamily TMT members do. Furthermore, family TMT members are willing to be more vulnerable to, and engage in more trust-based behaviours toward, family CEOs. Results also demonstrate that as family firms evolve across generations, perceptions of CEO trustworthiness decrease. Specifically, later generation CEOs are viewed by TMT members as significantly less able to manage the firm than founders. This study contributes a nuanced perspective to research on organisational trust by examining the trust process in the family firm and in doing so it makes a number of meaningful theoretical advances in the organisational trust and family firm fields. This research also has important implications for practice, establishing that next-generation leaders have an extra burden of proof in demonstrating their ability to lead in family firms based on merit rather than on lineage alone

TGFβ and CCN2/CTGF mediate actin related gene expression by differential E2F1/CREB activation

BACKGROUND: CCN2/CTGF is an established effector of TGFβ driven responses in diabetic nephropathy. We have identified an interaction between CCN2 and TGFβ leading to altered phenotypic differentiation and inhibited cellular migration. Here we determine the gene expression profile associated with this phenotype and define a transcriptional basis for differential actin related gene expression and cytoskeletal function. RESULTS: From a panel of genes regulated by TGFβ and CCN2, we used co-inertia analysis to identify and then experimentally verify a subset of transcription factors, E2F1 and CREB, that regulate an expression fingerprint implicated in altered actin dynamics and cell hypertrophy. Importantly, actin related genes containing E2F1 and CREB binding sites, stratified by expression profile within the dataset. Further analysis of actin and cytoskeletal related genes from patients with diabetic nephropathy suggests recapitulation of this programme during the development of renal disease. The Rho family member Cdc42 was also found uniquely to be activated in cells treated with TGFβ and CCN2; Cdc42 interacting genes were differentially regulated in diabetic nephropathy. CONCLUSIONS: TGFβ and CCN2 attenuate CREB and augment E2F1 transcriptional activation with the likely effect of altering actin cytoskeletal and cell growth/hypertrophic gene activity with implications for cell dysfunction in diabetic kidney disease. The cytoskeletal regulator Cdc42 may play a role in this signalling response

Three low-mass companions around aged stars discovered by TESS

We report the discovery of three transiting low-mass companions to aged stars: a brown dwarf (TOI-2336b) and two objects near the hydrogen burning mass limit (TOI-1608b and TOI-2521b). These three systems were first identified using data from the Transiting Exoplanet Survey Satellite (TESS). TOI-2336b has a radius of $1.05\pm 0.04\ R_J$, a mass of $69.9\pm 2.3\ M_J$ and an orbital period of 7.71 days. TOI-1608b has a radius of $1.21\pm 0.06\ R_J$, a mass of $90.7\pm 3.7\ M_J$ and an orbital period of 2.47 days. TOI-2521b has a radius of $1.01\pm 0.04\ R_J$, a mass of $77.5\pm 3.3\ M_J$ and an orbital period of 5.56 days. We found all these low-mass companions are inflated. We fitted a relation between radius, mass and incident flux using the sample of known transiting brown dwarfs and low-mass M dwarfs. We found a positive correlation between the flux and the radius for brown dwarfs and for low-mass stars that is weaker than the correlation observed for giant planets.Comment: 20 pages, 13 figures; submitted to MNRA

Protoplanetary Disk Science Enabled by Extremely Large Telescopes

The processes that transform gas and dust in circumstellar disks into diverse exoplanets remain poorly understood. One key pathway is to study exoplanets as they form in their young (∼few~Myr) natal disks. Extremely Large Telescopes (ELTs) such as GMT, TMT, or ELT, can be used to establish the initial chemical conditions, locations, and timescales of planet formation, via (1)~measuring the physical and chemical conditions in protoplanetary disks using infrared spectroscopy and (2)~studying planet-disk interactions using imaging and spectro-astrometry. Our current knowledge is based on a limited sample of targets, representing the brightest, most extreme cases, and thus almost certainly represents an incomplete understanding. ELTs will play a transformational role in this arena, thanks to the high spatial and spectral resolution data they will deliver. We recommend a key science program to conduct a volume-limited survey of high-resolution spectroscopy and high-contrast imaging of the nearest protoplanetary disks that would result in an unbiased, holistic picture of planet formation as it occurs

Trust in the family firm: results and Implications for practitioners based on an all-Ireland family business study

Families throughout the world comprise naturally occurring communities that generate trust relations. As such, family firms are often referred to as high-trust organisations. The intense bonds inherent in familial relationships provide a fundamental basis for commitment, cooperation, reduced monitoring, and open disclosure. Consequently, trust represents an important source of strength for family firms. Despite this, family firms are complex entities, and even though they comprise distinct features that can facilitate trust, family firms are particularly vulnerable to forces that can lead to the dilution or dissolution of trust. However, to date, few studies in the context of family firms have been directed toward the topic of trust. This study is one of the first empirical investigations to examine this phenomenon. The findings show how important it is to encourage competent family members to join the firm while also ensuring that there is ample room for upward career paths for able, non-family employees

Glennon brothers: old dogs need to learn new tricks

This case study presents the story of Glennon Brothers, a third-generation family-owned sawmilling business in Ireland. As the firm evolved through the organizational life cycle and the complexity of firm operations increased, a different style of management was required to navigate the family business to the next stage. The brothers needed to move from being managers to managing managers. This case study highlights how co-leaders can become comfortable with each other and unintentionally overlook the need to change their managerial priorities in line with the business’s evolution

The National Centre for Family Business: 10 Years at the forefront of family business research in Ireland

The National Centre for Family Business (NCFB) was founded ten years ago. This 10-year anniversary report presents an opportunity to reflect on its success, from vision to reality. The NCFB is now one of Europe’s leading family business research centres. Since its founding in 2013, the NCFB has engaged with more than 1,500 family businesses in Ireland and internationally, providing practical business insights informed by best practice and cutting-edge research. The NCFB is situated within the internationally leading DCU Business School, accredited by the prestigious Association of MBAs (AMBA), the Association to Advance Collegiate Schools of Business (AACSB), and the Small Business Charter (SBC). This fortuitous placement affords access to world-class research networks and attracts leading family businesses to co-create actionable insights. We are committed to three pillars of excellence: research, education and engagement. These pillars guide our strategic goals annually and dictate specific actions and indicators of success. You can celebrate with us by reading about our phenomenal success across the three pillars over the first ten years in this report '10 Years at the Forefront of Family Business Research in Ireland'

Surviving a crisis as a family business: an all-island study

Surviving a Crisis as a Family Business came about following a conversation among colleagues at DCU National Centre for Family Business, Ulster University, the Northern Ireland Family Business Forum, and the University of Central Florida. The catalyst for the study came during a unique moment in Irish business history when the onset of an all-island lockdown, as a result of COVID-19, necessitated the closure of many businesses across the island overnight. The research followed the progress of family businesses from the Republic of Ireland and Northern Ireland from mid-March 2020 until early November 2020. Data was collected across this seven month period with input from 53 CEOs and 198 employees, with a minimum of three employee respondents representing each family business. The survey was developed with two main aims. Firstly, to conduct the first all-island research study that assessed the impact of the Covid-19 crisis on Irish family businesses. Secondly, we developed the study with a longer-term objective to understand how family business teams respond during crises. While the urgency of the global health pandemic and its resulting impact on family businesses across Ireland necessitated a research intervention to assist those affected, our teams also recognised the value of developing a crisis resource that family businesses could take into the future. We hope the report’s evidence-based findings and theory-driven recommendations will provide useful, practical steps and tools for family businesses managing crises in years to come