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’s 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’s survival, growth, and performance. For this reason, a lot of research exists that examines what explains startups’ choices of financing sources, typically drawing on rational economic theories such as pecking order or trade off theories.

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?

Alliances are at the core of firms’ innovation strategies. They allow firms to strengthen their innovation activities by providing access to technological knowledge developed by other firms. For this reason, alliances are particularly common in high-tech industries where the market position of firms is very dependent on their ability to introduce new and improved products and services. Often, however, alliances fail to meet expectations and do not lead to valuable outputs. It is therefore important to understand what distinguishes successful from less successful alliances.

Exploratory research goes beyond testing existing ideas to illuminate phenomena without regard to offering a specific reason for doing so. For this reason, exploratory research is vital to entrepreneurship research where new phenomenon such as crowdfunding, social ventures, and digital business models emerge that scholars may lack existing tools to explain. Well-done exploratory research offers a great opportunity to make useful contributions to entrepreneurship scholarship.

An increasing number of family firms choose to select a non-family CEO for the highest executive office when there is no suitable family member available. A recent example of this is the Swedish retail giant H&M where the third generation family member Karl-Johan Persson recently handed over to the non-family CEO Helena Helmersson. However, appointing a non-family CEO in a family firm tends to give rise to tensions.

Design is central to innovation. It refers to the way that people create ideas and solve problems. So far, innovation has been something that human beings alone do. But more recently, Artificial Intelligence (AI) has slowly begun to be used in innovation, saving people from doing the work of innovation, and freeing up human ingenuity to focus on the bigger picture of why we innovate.

New research on innovation explores how management ideas change workplace practices while workplace practices change management ideas.

Is it possible to use old knowledge to create new inventions? New research on knowledge recombination from House of Innovation researcher Holmer Kok suggests that so is the case.