Justin Craig

Clinton, E., C. Faherty, V. Diaz and Justin B. Craig. 2016. Big Boots to Fill: the Next Generation Continuing Differently. International Journal of Entrepreneurship and Innovation. 17(2): 133-139.

This case history describes the challenge facing Carlos García, the third-generation successor of a Spanish family business, as he takes over the reins of Hispalis and prepares to continue the business ‘differently’. In two generations, Hispalis has morphed into a global conglomerate, with a portfolio of business ventures in multiple industries and countries. The case history facilitates discussion of business and family issues and is appropriate for beginning-level undergraduate students in the areas of entrepreneurial leadership, family business, strategic management and corporate governance.

Clinton, E., C. Faherty, V Diaz-Moriana and Justin B. Craig. 2015. Glennon Brothers: Old Dogs need to learn New Tricks. Entrepreneurship Theory & Practice.

This case study presents the story of Glennon Brothers, a third-generation family-owned sawmilling business in Ireland. As the firm evolved through the organizational life cycle and the complexity of firm operations increased, a different style of management was required to navigate the family business to the next stage. The brothers needed to move from being managers to managing managers. This case study highlights how coleaders can become comfortable with each other and unintentionally overlook the need to change their managerial priorities in line with the business's evolution.

Neubaum, D. O., C. Dibrell and Justin B. Craig. 2012. Balancing natural environment concerns of internal and external stakeholders in family and non-family businesses. Journal of Family Business Strategy. 3(1): 28-37.

While researches have long suggested that firms must be attentive to their key stakeholders, the question of how attention to different stakeholders may have different benefits for different firms has not been well addressed. This is especially true in the case of family businesses, which confront a unique set of stakeholder challenges, and socio-emotional goals not confronted by non-family firms. In this study, we investigate the effect of these competing demands across family and non-family firms. We argue that while being attentive to both internal and external stakeholders is important to firm performance in family and non-family firms, family firms can benefit more when they match their concern for natural environmental stakeholders with a demonstration of concern for their employees. By effectively leveraging the power of these critical internal stakeholders, family firms can gain competitive advantages over non-family firms as it is through these internal stakeholders which the demands of external stakeholder are often met.

Morris, M. and Justin B. Craig. 2010. Towards a better understanding of family enterprising. International Journal of Entrepreneurial Venturing. 2(3/4): 308-319.

By integrating stewardship theory and entrepreneurial orientation perspectives we contribute to the understanding of the concept of family enterprising. Using excerpts from a single case study we provide insight into how a third generation Australian family has evolved and transformed by embracing the notion of family enterprising, which, we suggest, places them in a strong position for sustainability across generations.

Craig, Justin B. and N. J. Lindsay. 2002. Incorporating the family dynamic into the entrepreneurship process. Journal of Small Business and Enterprise Development. 9(4): 416-430.

This research furthers our understanding of the interaction between the fields of entrepreneurship and family business. It presents a framework that introduces the family dynamic to Timmons’ driving forces model of entrepreneurship. The framework highlights the influence of the family in the entrepreneurship process and the importance of the fit among the three driving forces and the family. It highlights the importance of, and the pivotal roles played by, outside boards of directors when entrepreneurial activities are undertaken by family businesses. Using extracts from interviews with family and non-family executives and board members, the research employs a single case study that describes an actual series of events to provide a practical application of the theory.

Ramachadran, Kavil and Justin B. Craig. 2011. Family Enterprise in the Asian Pacific: Exploring Transgenerational Entrepreneurship in Family Firms (Editor). London: Elger Publishing, ISBN: 9781848447929.

This Book is a compilation of chapters authored by STEP Asia-Pacific partners. These partner-institutions scholars and the families with whom they have worked have interpreted observations around a particular dimension, or in some cases multiple dimensions, of the overall research framework that is common to all in the global STEP project. The chapters, therefore, can be useful in a variety of contexts. Consistent with the STEP philosophy of upholding the highest scholastic integrity, each case is action research based rather than being positioned as what typically be referred to as a teaching case. However, having introduced this caveat, there is ample opportunity and sufficient scope, as will become evident, to use each case to facilitate classroom discussion at undergraduate, graduate, and executive education levels. The purpose pf each of the chapters, therefore, is to broadly interpret a common research question in order to introduce key findings to extend or challenge existing theoretical frames and further the understanding of the uniqueness of the family business context.

Moores, K. and Justin B. Craig. 2004. CASE | The Professionalization Process: The Dennis Family Corporation case..