Following up on last month’s article featuring a conversation with Linnea Lind, this month we continue our discussion on bridging research and practice in family business by contemplating further how academic insights can be made more relevant and impactful for practitioners.
To do so, we engaged in a conversation with Louise Andersson, an Innovation Advisor at the Science Park Jönköping AB, who helped us to understand the complex work of translating research into practice-oriented best practices, by bringing a unique perspective built at the intersection of academia and practice in family business. Although she chose not to continue to work in her own family business, the values she grew up with stayed with her and shaped her professional journey—particularly her time at Axfood, one of the main Swedish food retail companies owned by the Axel Johnson family.
She shared some memories about her experience at Axfood saying that what struck her most during her time was how deeply the company’s culture was intertwined with the family’s legacy. Employees weren’t just trained in business strategies—they were introduced to the family’s history, values, and the pivotal decisions that shaped the business over time. From leadership development programs to informal moments in the workplace, stories about the family’s resilience and leadership were central.
The Power of Storytelling
The first insight shared by Louise is about the power of storytelling. She said that, based on her experience, not every family firm is willing to tell its story—especially in places like Sweden, where modesty often prevails. However, although many small businesses have incredible histories characterized by struggles, transitions, and renewal, these narratives remain untold unless someone actively asks. That’s where researchers and educators can make a difference. “When you invite family businesses to tell their stories,” she says, “you’re not just collecting data—you’re giving them a chance to open up.” And more than that, these stories offer a natural entry point to connect practice with research, as you can relate their lived experience to best practices and research findings. That way, it becomes easier for them to understand why something happens by connecting this evidence to theoretical concepts. According to Louise, this approach fosters trust and engagement, two crucial elements for creating meaningful impact.
From Abstract Ideas to Tangible Impact
A second point raised by Louise is that one of the most valuable ways to create impact is to connect academic concepts with real issues that family firms face—especially when those issues are shared across industries. She shared that a lot of family businesses start by saying, “But we’re different—we work in a specific industry, or we are located in a small town.” Only by explaining to them that they all face common challenges—like succession, engaging the next generation, or preserving legacy—can you begin to build trust. Once that common ground is established, it becomes easier to introduce research-based insights in a way that resonates. Louise pointed out that when researchers focus too narrowly on industry-specific factors, they risk missing the broader, shared experiences that unite family firms. By addressing these shared concerns, researchers not only make their work more relevant but also increase the likelihood of creating engagement and long-term impact.
Why Academics Struggle with Impact
As a third lesson learned, Louise points out that researchers often face challenges when trying to make their work accessible and useful to practitioners. A key reason for this disconnect lies in the differing expectations and value systems of academia and practice. Academic careers are shaped by publications, citations, and theoretical rigor—criteria that hold little relevance for those running family businesses, who are primarily interested in actionable insights that can help them solve ‘real-world’ problems. Moreover, the conventional academic format—grounding arguments in prior literature, detailing methods extensively, and concluding with theoretical implications—can be difficult for practitioners to engage with. By the time the practical relevance is addressed, the message may already be lost on the intended audience.
Facilitating, Not Forcing, Impact
To bridge this gap, researchers need to be sensitive to the unique characteristics of family firms, where tradition, values, and intergenerational dynamics play a central role. If academic insights are not communicated in a way that resonates with these deeply rooted, often cultural, aspects, they are unlikely to gain traction. Connecting research with practice, therefore, requires a shift in how knowledge is shared—one that respects the context and lived realities of family business owners.
Louise sees the role of researchers not as creators of impact, but as facilitators. “Impact takes time. It needs multiple people and perspectives. But what you can do is enable it by building trust, creating spaces for dialogue, and sharing knowledge in ways that matter to the people you're trying to reach.” For her, storytelling is one of the most immediate ways to do this, as, in her opinion, narratives can spread organically. People remember stories. And when those stories reflect lived experiences, practitioners become more open to learning and, eventually, to change.
