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Alberto Gimeno and Maria José Parada

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Maria José Parada and Alexandra Dawson

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Caroline Seow and Maria José Parada

Biofilter has effectively harnessed sustainability and circular economy principles as key drivers of innovation and business transformation. Unlike mainstream businesses in the 90s and early 2000s who adopted sustainability practices as primarily risk mitigation or public relation strategies, Biofilter has, from the onset, embedded sustainability in the core of its operations and has stood for social and environmental responsibility throughout its 30-year history. With their inherent focus on long-term success and responsible ownership, family businesses understand that they need to deliver value for all stakeholders – workers, the community, the environment and future generations. This requires patient capital and a purpose-driven credo that enables one to endure turbulent periods. Biofilter weathered storms not of their own making, including the Dioxin scandal and the Greek-debt crisis, yet have emerged as pioneers of the circular economy with innovations in the biodiesel and biogas industry. The company is also one of the first B Corps in the region and continues to champion a stakeholder model of capitalism.

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Alexandra Dawson, Maria José Parada Balderrama and Alberto Gimeno Sandig

The aim of this chapter is to illustrate the value of narratives both as a means through which family business identity is created and as a research methodology that allows us to uncover individual and family-level processes in family businesses. The authors present a unique case of a family business that has combined innovation and internationalization strategies in a fiercely competitive industry, creating a dynamic virtuous circle that has allowed the business to grow quickly and become successful. Through narrative analysis of the case study, they illustrate how the organization’s collective identity has been shaped by internal factors (low family goal diversity and high family cohesion) and external factors (presence of non-family members on the advisory board and presence of international networks). The authors find that the idiosyncratic combination of these factors has contributed to creating a unique family business identity that has spurred the organization along its growth trajectory through innovation and internationalization.

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Eugenia Bieto, Alberto Gimeno and María José Parada

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Rocki-Lee DeWitt, Nunzia Auletta, Maria José Parada, Mohar Yusof and Pramodita Sharma

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Edited by Pramodita Sharma, Nunzia Auletta, Rocki-Lee DeWitt, Maria Jose Parada and Mohar Yusof

This illustrative book considers the interface of business structures, contexts, and leadership building blocks to explore the contingent nature of leadership development in transgenerational entrepreneurship. Longitudinal case studies of 27 family firms in nine different countries provide a rich, global selection of leadership development insights by examining the role of values, professionalization, leadership style and other contingent factors.