Our purpose is to challenge the dominant meaning of professional management in family business research and to suggest an
extended understanding of the concept. Based on a review of selected literature on professional management and with insights
from cultural theory and symbolic interactionism, we draw on interpretive case research to argue that professional family
business management rests on two competencies, formal and cultural, of which only the former is explicitly recognized in current
family business literature. We elaborate on the meanings and implications of cultural competence and argue that without it
a CEO of a family business is likely to work less effectively, no matter how good the formal qualifications and irrespective
of family membership.
"Organizational knowledge creation is the process of making available and amplifying knowledge created by individuals as well as crystallizing and connecting it to an organization's knowledge system. In other words, what individuals come to know in their (work-)life benefits their colleagues and, eventually, the larger organization. The theory explaining this process - the organizational knowledge creation theory - has developed rapidly in academia and been broadly diffused in management practice over the last 15 years. This article reviews the theory's central elements and identifies the evolving paths taken by academic work that uses the theory as a point of departure. The article furthermore proposes areas in which future research can advance the theory of organizational knowledge creation."
