Research of Competitive Advantage in Family Firms on Organizational Flexibility

2009 ◽  
Author(s):  
Jun Xie ◽  
Zhongwen Tang
Keyword(s):  
Competitive Advantage ◽  
Family Firms ◽  
Organizational Flexibility

Knowledge transfer in family business successions

2015 ◽  
Vol 5 (1) ◽  
pp. 17-37 ◽  
Author(s):  
Britta Boyd ◽  
Susanne Royer ◽  
Rong Pei ◽  
Xiaolei Zhang
Keyword(s):  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Family Business ◽  
Family Firms ◽  
Family Businesses ◽  
Theory And Practice ◽  
Future Research ◽  
Content Type ◽  
Business Environments ◽  
Theoretical Reasoning

Purpose – Knowledge often is the fundament for strategic competitive advantage. Thus, it is highly relevant to understand better how knowledge is transferred from one generation to the next in family businesses. The purpose of this paper is to link the competitive advantage realisation in family businesses to the success of transferring strategically valuable knowledge in different business environments to the next generation. Design/methodology/approach – Building on the contingency model of family business succession (Royer et al., 2008) knowledge transfer in family businesses from different cultures is investigated in this paper. From a resource-oriented and transaction cost inspired perspective two family businesses with a similar industry background from China and Europe are compared regarding knowledge transfer in the context of family firm succession taking into account the respective transaction atmosphere. Findings – Different successions for two long-lived family firms are illustrated in a systematic fashion: based on the theoretical elements suggested both cases are described to get insights into the usefulness of the theoretical reasoning developed. On the basis of these, the cases are compared with each other and conclusions for both cases are drawn. Implications for theory and practice as well as avenues for future research are sketched. Originality/value – The focus of the current study is to gain more insight into long-lived family businesses by comparing two cases over a period of more than 200 years with regard to strategically relevant resources as well as the underlying transaction atmospheres. Implications for family firms depending on the resource types and transaction atmosphere are discussed.

Is Nepotism Good or Bad? Types of Nepotism and Implications for Knowledge Management

2013 ◽  
Vol 26 (2) ◽  
pp. 121-139 ◽  
Author(s):  
Peter Jaskiewicz ◽  
Klaus Uhlenbruck ◽  
David B. Balkin ◽  
Trish Reay
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Conceptual Model ◽  
Tacit Knowledge ◽  
Social Exchange ◽  
Family Firms ◽  
Family Members ◽  
Exchange Relationships ◽  
Social Exchanges ◽  
Tacit Knowledge Management

In contrast to the literature that portrays nepotism as generally problematic, we develop a conceptual model to explain why some family firms benefit from nepotism while others do not. We distinguish two types of nepotism based on how nepots are chosen. We elaborate the differences between entitlement nepotism and reciprocal nepotism. We propose that reciprocal (vs. entitlement) nepotism is associated with three family conditions that indicate generalized (vs. restricted) social exchange relationships between family members. We also suggest that generalized social exchanges are valuable to firms because they facilitate tacit knowledge management that can lead to competitive advantage.

Prosocial Religion as a Resource: A Source of Competitive Advantage for Family Firms

2020 ◽  
Vol 2020 (1) ◽  
pp. 16981
Author(s):  
Nicholas Wong ◽  
Allan Fernando Discua Cruz ◽  
Nicholas Burton
Keyword(s):  
Competitive Advantage ◽  
Family Firms

scholarly journals The Dynamic Model of Intellectual Capital Creation in Family Business: The Dynamic Capabilities Perspective

2021 ◽  
Vol 4 (2) ◽  
Author(s):  
Tung-Shan Liao ◽  
Thi Thuy Dung Pham ◽  
Juin-Cherng Lu
Keyword(s):  
Competitive Advantage ◽  
Family Involvement ◽  
Family Business ◽  
Intellectual Capital ◽  
Dynamic Capabilities ◽  
Family Firms ◽  
Knowledge Accumulation ◽  
The Subject ◽  
The Relationship

The paper's purpose is to examine the role of knowledge and learning as a dynamic capability that leads to competitive advantage in family firms. It further conceptually develops a model showing the relationship between intellectual capital, firm performance, and dynamic capabilities in family firms. Using past case studies related to the subject, this study highlights the importance of knowledge accumulation, integration, codification, and the preservation of socioemotional wealth as dynamic capabilities that allow a family firm to sense and seize business opportunities that transform the business to a competitive advantage. Findings from the case applications reveal that family businesses benefit from the accumulation of knowledge through expertise, skills, and employment of non-family members and having family involvement as strategic important assets that lead to increased value in family firms’ performance.

Achieving Organizational Flexibility and Competitive Advantage Through Information Systems Flexibility: A Path Analytic Study

2003 ◽  
Vol 02 (03) ◽  
pp. 261-277 ◽  
Author(s):  
Ramaraj Palanisamy
Keyword(s):  
Data Analysis ◽  
Organizational Learning ◽  
Empirical Study ◽  
Competitive Advantage ◽  
Questionnaire Survey ◽  
Organizational Flexibility ◽  
Industrial Sectors ◽  
Intermediate Variables ◽  
The Relationship ◽  
Insight Into

This paper presents an empirical study to examine the relationship between IS flexibility, organizational flexibility, and competitive advantage. The study presumes IS usage and organizational learning as the intermediate variables. The study used a questionnaire survey to obtain responses from IS users. The survey was carried out with 296 user-respondents from 42 organizations across eight industrial sectors. For the purpose of gaining more insight into a variable, its dimensions were considered. These dimensions were evolved from the literature. The qualitative scales for the dimensions were explained with a scale table. The scale table was constructed using fuzzy possibility values. Each respondent used this table as a guideline before responding to each item in the questionnaire. The data analysis validates the relationship between IS flexibility, organizational flexibility, and competitive advantage. The results of path analysis confirmed that organizational flexibility and competitive advantage could be achieved through IS flexibility.

Work group support as an undervalued resource of small family businesses

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Susanne Royer ◽  
Lisa Bradley
Keyword(s):  
Competitive Advantage ◽  
Family Firms ◽  
Work Group ◽  
Specific Aspect ◽  
Family Businesses ◽  
Group Support ◽  
Business Research ◽  
Structured Interviews ◽  
Content Type ◽  
Small Family

Purpose The purpose of this paper is to propose advances for developing our understandings of valuable resources in small family firms. The focus is on group support behavior within firms. It is proposed that this behavior is unique and valuable within small family firms. Propositions are presented that are built upon previous work in psychology and family business research and is linked to the concept of familiness. Design/methodology/approach Two small family businesses are the two cases used to investigate the propositions. Semi-structured interviews were conducted with the owner/manager and several other staff within each firm. Findings The paper presents evidence for the propositions, showing that work group support is unique in family firms as it is based on factors beyond the workplace. These relationships have the potential to be strong, contributing positively to the firm’s competitive advantage. Research limitations/implications Two in-depth case studies of firms are included in this investigation. They are in a similar industry and location. As the findings are similar it lends weight to the evidence for the propositions; however, care should be taken with generalizing to other firms in other industries. Originality/value This research pulls together previous evidence and understandings and applies them to a specific aspect of small family firms that has not previously been examined in depth. The increased understanding can help family firms leverage their unique competitive advantage.

scholarly journals Innovation processes in family firms: the relevance of organizational flexibility

2016 ◽  
Vol 47 (3) ◽  
pp. 771-785 ◽  
Author(s):  
Wouter Broekaert ◽  
Petra Andries ◽  
Koenraad Debackere
Keyword(s):  
Family Firms ◽  
Organizational Flexibility ◽  
Innovation Processes

scholarly journals Entrepreneurial strategies and corporate governance: Experiences from the Italian wine industry

2012 ◽  
Vol 8 (2) ◽  
pp. 44-60
Author(s):  
Di Toma Di Toma ◽  
Arianna Lazzini ◽  
Stefano Montanari
Keyword(s):  
Corporate Governance ◽  
Competitive Advantage ◽  
Family Business ◽  
Family Firms ◽  
Wine Industry ◽  
Competitive Advantages ◽  
Family Social Capital ◽  
Italian Wine ◽  
The Family ◽  
Entrepreneurial Strategies

A distinctive resource typical of family firms, critical in guarantee to family firms long lasting position of competitive advantage is familiness. In previous studies familiness has been defined to characterize the interactions between each family member, the whole family and the business. These interactions leads to systematic synergies with the potential to create competitive advantages or disadvantages for the firm. Family history and local roots can ensure the family business a competitive advantage long lasting and evolutive. Our analysis is focused on the wine industry in Italy and analyzes the case of Barone Ricasoli Spa an estate owned by the family Ricasoli since 1141. We find that the family social capital supports the processes of resources acquisition and promotes the business renewal.

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