Entrepreneurial behaviors are often rooted in the family context, and decisions to start, continue or close ventures may begin and end with deliberations among family members (Bettinelli, Fayolle, & Randerson, 2014). While a large body of work has explored the interconnected domains of family and entrepreneurship (Aldrich & Cliff, 2003; Eddleston & Powell, 2012), important aspects of the business-family nexus have received little or no attention. This is an important area to explore, because venture outcomes may alter family resources and processes that the entrepreneur relies on for venture sustainability (Danes, 2013). Furthermore, there is virtually no scholarly consideration of the influence of family processes upon venture creation (see Edelman, Manolova, Shirokova, & Tsukanova, 2016, for exception). We believe these early family processes are especially important because they affect start-up methods and other venture activities while also setting the stage for family-to-business interactions that lead to work-family conflict or work-family enrichment (Powell & Eddleston, 2013). Finally, research at the interface of family and business has tended to treat all family relationships as equal, when in reality families are characterized by widely varying forms, structures and relational norms (White, Klein, & Martin, 2015). Thus, when explicating the business-family interface, consideration should be given to the unique rules and consequences that characterize distinct family relationships.