Kimberly Eddleston

“While having people with diverse skills and experience on a founding team has significant benefits, their ability to work together effectively is just as important,” explains Kimberly A. Eddleston, the Schulze Distinguished Professor of Entrepreneurship and Montoni Research Fellow at the D’Amore-McKim School of Business at Northeastern University. “They need to be compatible, trustworthy, and able to communicate.”

Kimberly Eddleston, a professor at Northeastern University who teaches courses on family-owned business management, said that the hallmarks of the show — “the family infighting, the dysfunction from brothers, cousins, siblings; that absolute discord, not learning from past mistakes” — all appear to be happening at Market Basket.

When it comes to services that a company offers clients, Kimberly A. Eddleston, the Schulze Distinguished Professor of Entrepreneurship at Northeastern University’s D’Amore-McKim School of Business in Boston, says, “If something doesn’t make you money, but leads to what is making you money, then you keep it.”

Kimberly A. Eddleston, the Schulze Distinguished Professor of Entrepreneurship in the D’Amore-McKim School of Business at Northeastern University in Boston, said social media is a good tool for small businesses to stay “top of mind” with customers. “Social media is a great way to stay relevant,” she said. “It should be used as a strategic marketing […]

This contrast makes Succession a compelling case study for Kimberly Eddleston, a Northeastern University entrepreneurship professor who uses the show, along with works such as The Godfather, Bob’s Burgers, and Empire, in her teaching on family businesses. She’s also a consultant to family-run companies and a board member of several of her own family’s businesses, so she is part researcher, […]

Kimberly Eddleston uses “Succession” as a teaching tool in her Northeastern University course called Examining Family Business Through Film. She says the show is a case study in how some founders feel entitled to run their companies until they die, and how some potential successors feel unworthy to take over.