Is Nepotism Good or Bad?

FBR_72ppiRGB_150pixWNepotism is highly controversial in the U.S. business world, yet this widespread, global practice can be absolutely crucial to success for some businesses.

To tell us why and how, Professor Peter Jaskiewicz of the University of Alberta joined Karen Vinton on the Family Business Review podcast to discuss his article “Is Nepotism Good or Bad? Types of Nepotism and Implications for Knowledge Management,” published in the latest issue of FBR and co-authored by Klaus Uhlenbruck, David B. Balkin, and Trish Reay.

Untitled“If we want companies, if we want family businesses to be sustainable in the long term across generations, it’s important to find out how they can do so, and to find out how nepotism can support or threaten sustainability,” said Professor Jaskiewicz, who also shared his findings in a recent issue of Campden Wealth.

Click here to play or download the podcast interview, or subscribe on iTunes by following this link.

PeterJaskiewicz_UofAPeter Jaskiewicz is an Assistant Professor in Strategic Management and Organization at the University of Alberta School of Business. His research focuses on family businesses, corporate governance, and entrepreneurial processes.

karen_vintonKaren L. Vinton, Ph.D., is assistant editor of FBR and a 1999 Barbara Hollander Award winner and Professor Emeritus of Business at the College of Business at Montana State University, where she founded the University’s Family Business Program. An FFI Fellow, she has served on its Board of Directors and chaired the Body of Knowledge committee.

This entry was posted in Family Business, Podcast and tagged , , , by Cynthia Nalevanko, Senior Editor, SAGE Publishing. Bookmark the permalink.

About Cynthia Nalevanko, Senior Editor, SAGE Publishing

Founded in 1965, SAGE is the world’s leading independent academic and professional publisher. Known for our commitment to quality and innovation, SAGE has helped inform and educate a global community of scholars, practitioners, researchers, and students across a broad range of subject areas. With over 1500 employees globally from principal offices in Los Angeles, London, New Delhi, Singapore, Washington DC, and Melburne, our publishing program includes more than 1000 journals and over 900 books, reference works and databases a year in business, humanities, social sciences, science, technology and medicine. Believing passionately that engaged scholarship lies at the heart of any healthy society and that education is intrinsically valuable, SAGE aims to be the world’s leading independent academic and professional publisher. This means playing a creative role in society by disseminating teaching and research on a global scale, the cornerstones of which are good, long-term relationships, a focus on our markets, and an ability to combine quality and innovation. Leading authors, editors and societies should feel that SAGE is their natural home: we believe in meeting the range of their needs, and in publishing the best of their work. We are a growing company, and our financial success comes from thinking creatively about our markets and actively responding to the needs of our customers.

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