Contents: Preface Introduction and Overview 1. Social Capital and Family Business Ritch L. Sorenson PART I: UNDERSTANDING THE ELEMENTS OF FAMILY SOCIAL CAPITAL 2. The Central Role of Trust in Family Firm Social Capital Allison W. Pearson and Jon C. Carr 3. The Trust Paradox of Family Businesses Tom Hubler 4. Building Ethics in Families and Business Ken E. Goodpaster 5. An Early Warning System for Family Conflict Katherine Hayes 6. Summary of Dialogue: Observations About Trust and Ethics in Family Business Trina S. Smith PART II: CO-CONSTRUCTING FAMILY-BUSINESS SOCIAL CAPITAL 7. Family Social Capital as Family Business Resilience Capacity Sharon M. Danes and Kathryn Stafford 8. Building Trust in Advising Family Businesses Margaret A.T. Cronin 9. Family Rituals and Communication: The Construction of Family Identity and Social Capital Carol J. Bruess 10. Creating Family and Business Social Capital: A Co-investigation with a Daughter and Granddaughter Ritch L. Sorenson in collaboration with an anonymous daughter and granddaughter 11. Summary of Dialogue: Using Communication and Family Practices to Develop Social Capital Trina S. Smith PART III: COMPLEMENTING SOCIAL CAPITAL IN FAMILY AND BUSINESS 12. Leveraging Family Member Capacity for the Business and the Family Teresa J. Rothausen and Ritch L. Sorenson 13. Our Family Enterprise Terri McEnaney 14. Putting Family in Family Business: The Role of the Chief Emotional Officer Angela Pritchard 15. The Family as an Internal and External Resource of the Firm: The Importance of Building Family-firm Identity Kimberly Eddleston 16. Reclaiming our Identity as a Business-owning Family Sylvia Shepard 17. Summary of Dialogue: Leveraging the Family-business Identity to Access Family and Business Resources Trina S. Smith PART IV: CONCLUDING MATERIALS 18. Summary and Conclusion: Social Capital in Business Families Ritch L. Sorenson 19. Recommendations for Building Family Social Capital Ritch L. Sorenson, William Monson and Trina S. Smith Appendix A: Conference Participant Biographies Appendix B: The Structured Dialogue Process Ritch L. Sorenson Appendix C: Summary of Comments from Owner, Advisor, Family Member, and Research Breakout Groups Trina S. Smith and Ritch L. Sorenson References Index

’In view of the fact that family businesses are passing through a difficult phase all over the world, this volume is a very timely publication. The analyses are based on and informed by the experiences and family dynamics of the developed West, particularly the United States. But the recommendations are not culture specific. Thus, the book can provide useful insight to the owners and managers of family businesses in the developing countries as well.’