Managerial human capital represents the repertoire of skills and knowledge of an EFSME's top management team (e.g., long-serving family CEOs, together with their non-family functional-level senior managers ), as shaped by their educational, personal, and professional experiences. Both family and non-family management perspectives are incorporated to enable a deeper understanding of the phenomena investigated, particularly as influenced by the seemingly idiosyncratic management practices of the top management team (TMT) within these firms (Cherchem, 2017; Chua et al., 1999;). In this regard, long-serving family CEOs within the EFSME tend to possess significant amounts of deep familiarity with their company's operations and related core competencies, influenced by their unprecedented tenure, which on average lasts approximately twenty 'years. This, for example, is very different to competing non-family businesses which have, in comparison, much shorter tenures, lasting on average approximately four to eight years (Khurana, 2003; Miller & Le Breton-Miller, 2005 ). . As such, EFSMEs would potentially have a higher competitive advantage, under these prevailing circumstances. Consequently, this perspective would most likely enable EFSMEs to establish substantially effective management regimes and as such to ascertain the likelihood of achieving sustained entrepreneurial growth. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essayNext, long-serving family CEOs within these firms are generally more adept at adequately socializing their senior non-family functional-level managers into the firm – compared to their rivals. As a result, the overall tacit know-how of family CEOs and non-family functional-level senior executives would likely be preserved within the firm for an extended period of time, resulting in an increase in positive team dynamics. In this way, together with their pervasive flat organizational structures, these firms are likely to have a conducive ability to effectively manage the new market and technological knowledge resources (in tacit and explicit form) derived from their diverse portfolio of alliances. This arrangement then results in a better trained and highly motivated workforce that is more productive and performs a wider range of tasks, with minimal supervision. Consequently, a focal EFSME would be able to leverage its perceived patient capital to ensure the likelihood of successfully promoting sustained entrepreneurial growth. Patient capital describes a deliberate preference for unusual and particularly extensive investments that are long-term oriented (usually lasting several decades) with the desire to perpetuate vibrant assets across several generations. In comparison, non-family competing firms usually span much shorter investment time horizons, which predominantly occur due to various pressures related primarily to achieving short-term oriented outcomes as required by major intrinsic shareholders. From this perspective, possessing the discretion to formulate and implement a long-term investment horizon tends to hinder the possibility of liquidation and allows EFSMEs to pursue innovative strategies, for example being able to build the necessary alliance portfolio management capabilities dynamics necessary to increase the probability of.