In this entry, we argue that the understanding and conceptualization of next generation requires a closer examination of the following questions: Who might be included in the next generation? How does a person become seen as part of the next generation? When does a person become part of the next generation? We outline basic categories for each of the three questions, with the aim of bettering our understanding of these questions and indicate why they matter. We conclude that the combination of family-internal factors and the increased societal relevance of the family business accentuate the sense of purpose and broaden the domain of action of the next generation. Therefore, the question of the next generation’s success in the future affairs of the family business and the future development of the societies is a significant quest in our understanding of the next generation.

Increased awareness about the climate emergency, social and environmental inequalities, and ecological degradation influence the adoption of sustainability by business groups worldwide, including business groups owned by family. The owning families of business groups develop awareness and strategies to pursue ecological, social, and ethical opportunities. Research at the interface of family, business groups, and corporate sustainability is important to advance our understanding of the owning family’s influence on the sustainability approaches of the business group. Thus, in this chapter, we develop a conceptual framework that examines the commitment, control, and continuity of the owning family to its business group’s global corporate sustainability. We merge literature on family business, corporate sustainability, and sustainability science and develop a sustainability embeddedness perspective. Our proposed conceptual model on sustainability embeddedness offers insights to better understand diverse degrees and forms of involvement of the owning family leading to a variety of sustainability strategies, processes, and practices.

This chapter has three purposes: First, to briefly outline corporate venturing as a sub-field in corporate entrepreneurship that recently has gained prominence in research on family-owned businesses (FOB); second, to highlight the missing social dimension in research on FOB that focuses on corporate venturing, conceptualize this added social dimension as corporate social venturing (CSV), and to empirically illustrate CSV with well-known Mexican FOB engaged in CSV; and third, to propose an agenda for researching CSV done by FOB.

This is a case about the largest independent food bank in Mexico. Alimento Para Todos (APT) collect, organize, dignify and distribute food to over 65,000 people per week, every week, year around, year after year. The case narrates and analyses the societal value generated by these high impact social entrepreneurs in Mexico City, where all key management positions except one are held by women entrepreneurs. First, readers are brought "right in" to case context with a method for presenting narrative data aiming at evoking readers emotionally/emphatically before becoming rationally/analytically involved. Thereafter, more conventional sections with theoretical framework and methodology are presented. In the findings section then following, a method for presenting narrative data aiming at balancing "the teller" (author) and "the told" (respondents) is used to unfold "A day in the life of Alimento Para Todos" mainly from the perspectives of "the told". Finally, a more conventional discussion and conclusion section focus on the contributions from this case to improve our knowledge about social value creation through woman entrepreneurship at societal level.

The individual book chapter presented herein is the English version of the Spanish original published as Lundberg, H. (2020), Integrar, empoderar y expandir el campo de acción de genuinos emprendedores Mexicanos, in Bueno Castellanos, C. (Ed.), Ser emprendedor en el México del siglo XXI (pp. 17–24). Toluca, Estado de México, México: Universidad Autónoma del Estado de México (304 p.). ISBN: 978-607-633-228-3. Available at: http://hdl.handle.net/20.500.11799/109573.

Suecia es el primer país en adoptar una política exterior feminista en 2014, la cual se basa en un concepto sencillo: las mujeres constituyen el 50% de la población del mundo, sin embargo, todavía no cuentan con los mismos derechos, ni la misma representatividad ni los mismos recursos que tienen los hombres. México adopta la política exterior feminista en 2020. Los dos países se adhieren a la Agenda 2030 de los Objetivos de Desarrollo Sostenible de Naciones Unidas (ODS), en donde la igualdad de género constituye un objetivo transcendental para construir sociedades inclusivas. La Embajada de Suecia y Business Sweden en la Ciudad de México conforman Team Sweden como la plataforma para promover la industria sueca incluyendo en sus valores, la sostenibilidad. La inquietud de conocer la forma como las empresas multinacionales suecas en México trabajan el género se debe al compromiso de promover los ODS y la política exterior feminista del gobierno sueco que desde 2019 también adoptó una política feminista de comercio. El gobierno sueco está convencido que la igualdad de género ofrece beneficios para todos sectores incluyendo el sector privado. La inclusión de género se ha convertido en una prioridad estratégica de la agenda corporativa con la incorporación de los Principios de Empoderamiento de las Mujeres (PEM) de ONU Mujeres y del Pacto Mundial de las Naciones Unidas lanzado en 2009. Dado el papel central que las empresas multinacionales tienen en construir valores, condiciones y mecanismos, los cuales promueven la sostenibilidad, resulta relevante conocer esto en el contexto de la igualdad de género. El reporte desarrolla una investigación científica independiente, el cual tiene el objetivo de examinar la perspectiva de género de las empresas multinacionales que operan en México, enfocándose específicamente en la mujer, mediante dos preguntas: ¿cómo se integra la perspectiva de género en la estrategia y las operaciones de las empresas suecas activas en México? ¿cómo la perspectiva se manifiesta en prácticas de negocio, las cuales influyen la igualdad de género? El reporte final nos ayuda a entender mejor como las prácticas de negocio permean entre organizaciones y países.

Drawing on an Entrepreneurship as Practice (EaP) approach, this article examines how next generation members in family owned businesses (FOBs) engage in external venturing. Our study builds on longitudinal qualitative research in two Mexican FOBs where the next generation launched ten ventures. It reveals five different practices of external venturing used by next generation family members: ‘obtaining family approval’, ‘bypassing family’, ‘family venture mimicking’, ‘jockeying in family’, and ‘jockeying around family’. The five practices are combined into three routes for external venturing: ‘imitating the family business’, ‘splitting the family business’, and ‘surpassing the family business’. Building on notions from Michel de Certeau’s practice theory, this study contributes to theorizing the five practices as ways of operating and the routes as modes of sensing to better understand how next generation family members deal with settings featured by dominant orders within the family and the FOB in their attempts to originate and launch their new ventures.