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Foreword; Acknowledgements; Contents; Reviewers; About the Editor; Abbreviations; Introduction to ``Family Businesses in the Arab World;́́ References; Family Businesses in the Arab Economic Context; 1 Introduction; 2 An Overview of the Economic Situation in Arab Countries; 2.1 Some Stylised Facts About the Economic Growth in Arab Countries; 2.2 Exports: The Economic Pillar for Arab Countries ́Economies; 2.3 A Snapshot Picture of Foreign Direct Investment in Arab Countries; 2.4 The Unresolved and Tenacious Unemployment Problem; 2.5 Governance: The Achilles ́Heel of Arab Nations
2.6 Challenges Facing Arab Countries ́Economies3 Running a Family Business in the Arab World: Chance or Curse?; References; Theorising on Arab Family Businesses; 1 Introduction; 2 Literature Review: Theories Reflecting on Family Business and Arab World; 2.1 Family Identity, Familiness and the Namus Context (Family Essence); 2.1.1 Namus Context and Arab Family Business Identity; 2.2 Networking: Social Capital and Wasta Context (Nexus of Strong and Weak Ties); 2.2.1 Wasta Context and Arab Family Businesses; 2.3 Knowledge Reservoir, Decision Governance and the Diwan Context (Locus of Knowledge)
2.3.1 Diwan (Majlis) Context and Arab Family Businesses2.4 Altruism, Kinship and the Asabiyyah Context (Collective Conscience); 2.4.1 Asabiyyah Context and Arab Family Businesses; 3 An Arab Family Business Conceptualization; 4 Conclusion; References; Family Capital and Organizational Resilience of the Family Firm in Tunisia; 1 Introduction; 2 Theoretical Background; 2.1 Dimensions and Challenges of Organizational Resilience; 2.1.1 The Challenges of the Resilient Firm; 2.1.2 The Dimensions of Organizational Resilience of Family Firms; 2.2 The Family Capital; 2.2.1 Human Capital
2.2.2 Social Capital2.2.3 Financial Capital; 2.2.4 Survivability Capital; 3 Methods; 3.1 Research Design; 3.2 Data Collection; 3.3 Data Analysis; 4 Results; 4.1 The Impact of the Political Transition; 4.2 The Resilience of the Family Firm; 4.3 Human Capital and the Family Business Resilience; 4.4 Social Capital and the Family Business Resilience; 4.5 Financial Capital and Family Business Resilience; 4.6 Survivability Capital and Family Business Resilience; 5 Discussion; 5.1 Family Capital and Absorptive Capacity; 5.2 Family Capital and Renewal Capacity
5.3 Family Capital and Appropriation Capacity6 Conclusion; References; Moroccan Family Businesses: Specific Attributes, Logics of Action and Organizational Learning Dynamics; 1 Introduction; 2 Family Businesses in Morocco: Some Key Points; 3 Characteristics of the Moroccan Family; 4 Organizational Learning in Family Businesses; 5 Methods; 6 Main Results: The Logics of Action of Moroccan Family Businesses and Their Impact on the Individual and Organizational Learn...; 6.1 Emotions and Spirituality as a Logic of Action; 6.1.1 The Simultaneity of Roles and the Obedience-Blessing Couple
2.6 Challenges Facing Arab Countries ́Economies3 Running a Family Business in the Arab World: Chance or Curse?; References; Theorising on Arab Family Businesses; 1 Introduction; 2 Literature Review: Theories Reflecting on Family Business and Arab World; 2.1 Family Identity, Familiness and the Namus Context (Family Essence); 2.1.1 Namus Context and Arab Family Business Identity; 2.2 Networking: Social Capital and Wasta Context (Nexus of Strong and Weak Ties); 2.2.1 Wasta Context and Arab Family Businesses; 2.3 Knowledge Reservoir, Decision Governance and the Diwan Context (Locus of Knowledge)
2.3.1 Diwan (Majlis) Context and Arab Family Businesses2.4 Altruism, Kinship and the Asabiyyah Context (Collective Conscience); 2.4.1 Asabiyyah Context and Arab Family Businesses; 3 An Arab Family Business Conceptualization; 4 Conclusion; References; Family Capital and Organizational Resilience of the Family Firm in Tunisia; 1 Introduction; 2 Theoretical Background; 2.1 Dimensions and Challenges of Organizational Resilience; 2.1.1 The Challenges of the Resilient Firm; 2.1.2 The Dimensions of Organizational Resilience of Family Firms; 2.2 The Family Capital; 2.2.1 Human Capital
2.2.2 Social Capital2.2.3 Financial Capital; 2.2.4 Survivability Capital; 3 Methods; 3.1 Research Design; 3.2 Data Collection; 3.3 Data Analysis; 4 Results; 4.1 The Impact of the Political Transition; 4.2 The Resilience of the Family Firm; 4.3 Human Capital and the Family Business Resilience; 4.4 Social Capital and the Family Business Resilience; 4.5 Financial Capital and Family Business Resilience; 4.6 Survivability Capital and Family Business Resilience; 5 Discussion; 5.1 Family Capital and Absorptive Capacity; 5.2 Family Capital and Renewal Capacity
5.3 Family Capital and Appropriation Capacity6 Conclusion; References; Moroccan Family Businesses: Specific Attributes, Logics of Action and Organizational Learning Dynamics; 1 Introduction; 2 Family Businesses in Morocco: Some Key Points; 3 Characteristics of the Moroccan Family; 4 Organizational Learning in Family Businesses; 5 Methods; 6 Main Results: The Logics of Action of Moroccan Family Businesses and Their Impact on the Individual and Organizational Learn...; 6.1 Emotions and Spirituality as a Logic of Action; 6.1.1 The Simultaneity of Roles and the Obedience-Blessing Couple