We argue that family businesses (FBs) will tend to treat their employees with unusual consideration to form a cohesive internal “community”. They are also expected to develop deeper, more extensive “connections” or relationships with outside stakeholders. Both behaviors should increase the viability of a business intended to support an owning family and its later generations. Such social linkages, we believe, may compensate for the lack of capital, product and labor institutional infrastructures in dynamic emerging economies. This survey study of a most challenging emerging market sector, namely, Korean high technology businesses, largely supports these expectations.