Abstract
Worldwide, family businesses are one of the cornerstones of the entrepreneurial fabric, being as a consequence central to growth and development. In a globalized era, these institutions require the attention of businessmen, practitioners, and policymakers. The chapter seeks to examine if the internationalization performance does vary according to firm size, and its link to the innovative performance in multiple dimensions along with conventional characteristics such as age and turnover. Theoretical research evidences the interest in understanding the patterns and determinants of the internationalization performance, given its importance in firm growth and survival; however, this strategical option brings advantages and problems. Empirical evidence demonstrates that the determinants do change according to firm dimension; estimations provide valuable insights about the connection between globalized operation and innovation, for the different organisations. © 2022 by IGI Global. All rights reserved.

Abstract
COVID-19 is the last nail in the coffin of globalization as we know it. This research aims to explore the influence of capital ownership in the (re)design of internationalization strategies among firms, considering the new macroeconomic challenges. It is commonly accepted that the extent to which family businesses approach internationalization differs from their counterparts; as such, the identification of leverages or hinderers in this process and the potential singularities of these firms is urgent. Intermittences in global operation and discontinuous internationalization paths remain overlooked in the theory. Continuity or intermittence across the internationalization strategies, as well as their determinants, were tested using data from the triennia of 2018, 2019, and 2020; the data were gathered from the Iberian Balance Sheet Analysis System Database (SABI), through a balanced panel of 26,154 firms belonging to all sectors of the manufacturing industry. Empirical evidence supports the heterogeneity of strategies among family businesses, as well as dissimilarities from their non-family counterparts. The firm dimension, experience in global operation, and the regional ecosystem in which the firm is embedded are identified as being central in internationalization endeavors. Urgency and assertiveness of policy action addressing the new macroeconomic challenges are required to foster economic recovery, and exploring extant entrepreneurial fabric potential and the already-established networks will determine the pace and success of the measures. Moreover, empirical evidence reinforces region-specific actions to be implemented, proposing the re-location of economic activities while promoting the intensification of spatial clustering and international networking. Designing an accurate policy package places demands upon heterogeneous players and layers of action, overlapping clusters and networks, and the creation of a multilevel ecosystem in which the flow of economic, human, and knowledge aspects circulate, reinforcing community resilience.

Abstract
Keywords: family business; internationalization; SMEs; family SMEs; international expansion; family ownership

Abstract
The 2015-2030 agenda framed Sustainable Development as a Universal venture. This decision has a great historic significance as it encompasses building a better future for the whole of humanity, enrolling the millions who have been denied the chance to live a decent, dignified and fulfilling life and to achieve their potential. For the first time, an entire generation will have the chance to succeed in ending poverty while being the last to have a chance of saving the planet. The world will be a better place in 2030 if humanity succeeds in this journey. However, there is hovering skepticism around the feasibility of this accomplishment. The article aims to empirically test the (in)compatibilities among these objectives even for developed economies such as the European Union countries, demonstrating that unless solid bridges are built promoting innovative networks at a transnational level, welfare and prosperity among those ecosystems will be compromised. The results show that the Sustainable Development Goals (SDG) pillars have heterogeneous determinants, which are to some extent incompatible. Moreover, policy makers need to further reinforce multi-country compensations if the environment is to be preserved.

Abstract
Rapidly changing environments place different players at the vortex of the innovation process. Therefore, in the digital age, strong businesses are sometimes built on perceptions and on the approval of the community. The shift from linear value chains to ecosystems is likely to occur in 4.0 organizations adopting service or customer orientations, according to their participation in networked ecosystems. Moving from organization-centered innovation to ecosystem co-creation will approach individuals and institutions thus enhancing sustainable and smart product development along with trust. Embedded innovation is a self-sustained process in which firms and stakeholders interact in a common environment creating a common identity. Empirical results reinforce the role of open innovation strategies and the user community as pillars of sustainable innovation ecosystems. Policy actions need to reinforce these ecosystems as they will generate employment encompassing innovative and inclusive growth, fostering the resilience of societies and environmental sustainability. © 2021, The Author(s), under exclusive license to Springer Nature Switzerland AG.

Abstract
Family businesses (FBs) are central to economies: In Portugal the impact of these structures reaches 2/3 of the GDP, 1/2 of the labour force, and 4/5 of the firms in operation, most of them being SMEs. These organisations play a central role in terms of job creation, local development, knowledge transfer, and territorial cohesion. Innovative activities are key factors for competitive economies; yet innovation increases risk exposure and FBs are conservative and risk adverse, resisting change, relying on internal factors rather than opening to the external environment, consequently postponing innovation and thus pledging their future. Their embedded culture reduces innovative propensity; still, the existence loyalty trust and informal networks enhance individual or collective innovation processes. Using a dataset of 110 FBs innovation and internationalization along with other structural characteristics are connected to their economic performance, shedding light on the determinants FB economic efficiency. Given their importance, made-to-measure policy schemes should be designed. © 2022 by IGI Global. All rights reserved.