An explorative study on family firms and open innovation breadth: do non-family managers make the difference?

2015 ◽  
Vol 9 (2) ◽  
pp. 179 ◽  
Author(s):  
Valentina Lazzarotti ◽  
Luisa Pellegrini
Keyword(s):  
Open Innovation ◽  
Family Firms ◽  
Explorative Study ◽  
The Difference

scholarly journals Female directors in Italy: The state of art after the mandatory gender quota

2017 ◽  
Vol 14 (3) ◽  
pp. 157-169 ◽  
Author(s):  
Barbara Sveva Magnanelli ◽  
Elisa Raoli ◽  
Riccardo Tiscini
Keyword(s):  
Family Firms ◽  
The State ◽  
Board Composition ◽  
Corporate Boards ◽  
Female Directors ◽  
Before And After ◽  
The Law ◽  
The Difference ◽  
The Impact ◽  
State Of Art

The purpose of this paper is to investigate the state of art of female directors in terms of presence, role and remuneration for Italian corporate boards. The analysis wants to highlight the changes occurred after the introduction of the mandatory female quotas legislation in 2012 and to check how many firms are already complying with the law after 2 years. The picture of the state of art is drawn looking at 163 Italian listed firms for a period of 4 years, from 2011 to 2014. The analysis of the data reveals relevant differences in board composition before and after the law. A significant result concerning the presence of female directors stands in the difference between family and non-family firms: the first are those with higher number of female members in the board. Additionally, an interesting data refers to the amount of remuneration for women, which is significantly lower than the remuneration provided to male directors. Being the first work which charts the situation of board composition and board member remuneration in Italy before and after female quotas introduction, this paper wants to trace some key points for future analysis about the impact of female quotas on various firm’s aspects, such as firm performance, firm earning management and quality, governance characteristics.

scholarly journals Environmental Turbulence and Complexity and the Optimal Degree of Internal Open Innovation for MNCs

2013 ◽  
Vol 5 (4) ◽  
pp. 1-24 ◽  
Author(s):  
J. Piet Hausberg ◽  
Alfredo Valentino ◽  
Luca Sabini
Keyword(s):  
Open Innovation ◽  
Research Question ◽  
Knowledge Exchange ◽  
Organizational Structures ◽  
Environmental Turbulence ◽  
External Boundary ◽  
Local Market ◽  
Transfer Of Knowledge ◽  
Knowledge Resources ◽  
The Difference

In today’s knowledge economy, it is vital for Multi-National Corporations (MNCs) to leverage all their globally dispersed knowledge resources. Extant literature argues that MNCs can be viewed as knowledge sharing networks and that knowledge exchange within the group enhances performance. This exploration of new knowledge through search among peer subsidiaries of the parent MNC can be regarded as Internal Open Innovation (IOI). However, literature on Open Innovation is largely focused on the external boundary of the firm, so that little can be said on whether openness towards corporate group internal knowledge sources is either or both, beneficial and/or detrimental, and how this depends on the difference of national industries and on the correct communication of these before the final transfer of knowledge. The principal research question thus is: To what degree should MNC subsidiaries be open to their intra-MNC peers given a common, evolving technological environment but different local market contexts? In this paper, the authors contribute with new propositions regarding this issue developed based on results from an agent-based model that is analyzed through computer simulation. The authors explore the degree of openness of MNC subsidiaries together with their communication competence in different organizational structures and environments, based on previous developments in theory of knowledge transfer and complexity as well as international business.

scholarly journals Open Innovation—An Explorative Study on Value Co-Creation Tools for Nation Branding and Building a Competitive Identity

2021 ◽  
Vol 7 (4) ◽  
pp. 206
Author(s):  
Daniel Marco Stefan Kleber ◽  
Katariina Juusola
Keyword(s):  
Open Innovation ◽  
Nation Branding ◽  
Scientific Models ◽  
Recent Past ◽  
Multiple Stakeholders ◽  
Explorative Study ◽  
Value Propositions ◽  
Conceptual Study ◽  
Nation Brands

Nation branding has gained increasing popularity among marketeers, academics, and practitioners during recent decades. However, awareness among multidisciplinary researchers has been raised in the recent past. The purposes of this conceptual study were to address the lack of research on the process of building a competitive identity for nation brands and to suggest the use of open innovation-based approaches, such as value co-creation, as new potential tools for such purposes. This study identifies, discusses, and evaluates two scientific models, the PERFA Framework and the Four Actions Framework, which were originally developed to increase value propositions in organizations, and applies them as suitable tools for nation branding in building a competitive identity. The authors argue that applying open innovation-based value co-creation frameworks will create a solid basis for competitive nation branding, as the method engages multiple stakeholders.

Transgenerational Succession and R&D Investment: A Myopic Loss Aversion Perspective

2021 ◽  
pp. 104225872110384
Author(s):  
Weiwen Li ◽  
Garry D. Bruton ◽  
Xinchun Li ◽  
Shuang Wang
Keyword(s):  
Loss Aversion ◽  
Family Firms ◽  
Empirical Support ◽  
Leadership Transition ◽  
Short Term ◽  
Difference In Differences ◽  
Myopic Loss Aversion ◽  
Negative Effect ◽  
The Difference ◽  
D Investment

A transgenerational leadership transition is one of the most critical events in the life cycle of family firms. Drawing upon the myopic loss aversion (MLA) perspective, we argue that outgoing leaders and other company stakeholders tend to closely watch the later-generation successors immediately after a transgenerational succession, and thus the successors will focus on short-term developments and invest less in R&D activities. Employing the difference-in-differences approach, we find empirical support for our argument that transgenerational succession decreases R&D intensity. The negative effect of transgenerational succession is more pronounced when the later-generation successors suffer from a higher level of MLA.

Strategic decision-making in family firms: an explorative study

2018 ◽  
Vol 12 (5/6) ◽  
pp. 655
Author(s):  
Andreas Kallmuenzer ◽  
Wolfgang Hora ◽  
Mike Peters
Keyword(s):  
Decision Making ◽  
Family Firms ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Explorative Study

Search breadth, open innovation and family firms: evidences in Italian mid-high tech SMEs

2014 ◽  
Vol 10 (1) ◽  
pp. 29 ◽  
Author(s):  
Fernando G. Alberti ◽  
Stefania Ferrario ◽  
Fabio Papa ◽  
Emanuele Pizzurno
Keyword(s):  
Open Innovation ◽  
Family Firms ◽  
High Tech

La comunicazione come fattore strategico nell'azienda familiare

2009 ◽  
pp. 153-171
Author(s):  
Walter Zocchi
Keyword(s):  
Family Business ◽  
Family Firms ◽  
Minor Importance ◽  
Business Decision ◽  
Two Generations ◽  
Managerial Implications ◽  
The Common ◽  
Succession Process ◽  
The Difference

- The succession process, is one of the main themes of Family Business. The literature widely analysed this topic through the identification of the factors that characterized successful intergenerational transfers. This research, on the contrary, wants to go further the common rationalization of assets, governance and the successor's experiences and knowledge, analysing elements usually considered of minor importance but that, in our opinion can make the difference becoming strategic elements. In particularly, will be deepened the role of communication in the passage of the business to the next generation. Beginning with the examination of the literature, this essay aims to give a theoretical framework to better understand the results of an empirical study - on a representative sample of Italian family firms - which main aim was to study the organizational and managerial implications caused by the presence two generations of entrepreneurs and the role of communication in business decision processes.

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