Insights from Canadian Case Studies on Succession and Knowledge Transfer in Family Firms

2020 ◽

pp. 22-42

Author(s):

Concetta Lucia Cristofaro ◽

Anna Maria Melina ◽

Rocco Reina

Keyword(s):

Knowledge Transfer ◽

Qualitative Analysis ◽

Case Studies ◽

Family Firms ◽

Empirical Approach ◽

Organizational Strategies ◽

Generational Change ◽

Health Organizations ◽

South Italy ◽

Generational Succession

Knowledge transfer is essential to managing a family firm's succession. Given the importance of knowledge in family firms, this chapter identifies, through an empirical approach, which are the main organizational strategies used for sharing, disseminating, and using the knowledge available as fundamental elements for survival and the development of companies in the phase of generational succession. The authors investigate the phenomenon and verify the evidence in some private health organizations interested in the generational change located in South Italy, given the lack of previous case studies. This chapter deepens the phenomenon and its recognizability by examining with a qualitative analysis of the problems existing in those who are currently living or have experienced this particular moment of business life.

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Book Works’ Archive: a partial response

Art Libraries Journal ◽

10.1017/s0307472200018666 ◽

2013 ◽

Vol 38 (3) ◽

pp. 36-41

Author(s):

Karen Di Franco

Keyword(s):

Knowledge Transfer ◽

Partial Response ◽

Case Studies ◽

Classification System ◽

Research Centre ◽

Transfer Scheme ◽

The Arts ◽

Select Material ◽

Search Facility ◽

Working Processes

Since 2010, Book Works has been digitising material from its archive – whether finished works, ephemera, correspondence, photographs, or manuscripts – to give access to the working processes of the organisation (at www.bookworks.org.uk). The archive database is constructed around a chronological timeline and includes a search facility that allows visitors to filter and select material using a bespoke classification system. It currently comprises detailed content relating to two case studies from Book Works back catalogue: After the Freud Museum by Susan Hiller and Erasmus is late by Liam Gillick, as well as ephemera and material from other works. The project has been developed in collaboration with Ligatus Research Centre, University of the Arts London, with support from the AHRC Knowledge Transfer scheme.

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Who Controls Whom?

Advances in Business Strategy and Competitive Advantage - Handbook of Research on Global Competitive Advantage through Innovation and Entrepreneurship ◽

10.4018/978-1-4666-8348-8.ch011 ◽

2015 ◽

pp. 173-186

Author(s):

Ainurul Rosli ◽

Peter Robinson

Keyword(s):

Knowledge Transfer ◽

Case Studies ◽

Knowledge Exchange ◽

Full Understanding ◽

Boundary Spanner ◽

Enterprise Network ◽

The University ◽

The Relationship ◽

University Industry

This chapter looks into the importance of having a clear identity of a boundary spanner in determining the role of the partners in a university-industry knowledge transfer programme. It highlights issues around the relationship between the business and the graduate as the boundary spanner, where the university's level of control differs between two programmes: Knowledge Transfer Partnership (KTP) and Knowledge Exchange and Enterprise Network (KEEN) programme. The four case studies illustrate interesting points since the university is the employer for the KTPs associate and the business is the employer for the KEEN associate, whilst successful KTP and KEEN projects rely on a full understanding of the role of the graduate within the business.

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Knowledge-transfer practices for SMEs: case studies in Finland and Thailand

International Journal of Management and Enterprise Development ◽

10.1504/ijmed.2008.019080 ◽

2008 ◽

Vol 5 (5) ◽

pp. 513 ◽

Cited By ~ 1

Author(s):

Kongkiti Phusavat ◽

Pekka Kess ◽

Margit Torkko

Keyword(s):

Knowledge Transfer ◽

Case Studies

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Knowledge transfer in family business successions

Journal of Family Business Management ◽

10.1108/jfbm-05-2014-0009 ◽

2015 ◽

Vol 5 (1) ◽

pp. 17-37 ◽

Cited By ~ 25

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.

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Family ties and emotions: a missing piece in the knowledge transfer puzzle

Journal of Small Business and Enterprise Development ◽

10.1108/14626001011068716 ◽

2010 ◽

Vol 17 (3) ◽

pp. 418-436 ◽

Cited By ~ 14

Author(s):

Rosa Nelly Trevinyo‐Rodríguez ◽

Nick Bontis

Keyword(s):

Knowledge Transfer ◽

Family Firms ◽

Original Learning ◽

Family Members ◽

Term Survival ◽

Content Type ◽

Business Context ◽

The Family ◽

Family Based ◽

Transfer Mechanisms

PurposeThe paper aims to develop a model of knowledge transfer that considers kinship ties and emotions in family‐based firms.Design/methodology/approachThere exist several models, which show how information flows among individuals and within organizations. One school of thought is known as Cultural‐Historical Activity Theory (CHAT), which was initially formulated by Lev Vygotsky, the Founder of the school. However, when analyzing CHAT within the family business context, the model no longer holds true. This paper examines knowledge‐transfer mechanisms through the lens of family firms.FindingsFamily traditions, ties, and emotions, which are not considered in the original learning framework, affect knowledge transfer, commitment, and the motivation of family members.Research limitations/implicationsBased on CHAT and subsequently on other social networks theories, a more appropriate next generation learning model is developed which explains how intergenerational knowledge transfer takes place within family firms.Practical implicationsThis paper improves the understanding of how family members' shared knowledge (i.e. traditions) may become sources of competitive advantages for the family firm (i.e. long‐term survival).Originality/valueThis paper is among the first known to examine knowledge‐transfer mechanisms specifically for family‐based businesses.

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The Heterogeneity of Family Firms in CSR Engagement

Family Business Review ◽

10.1177/0894486514539004 ◽

2014 ◽

Vol 27 (3) ◽

pp. 206-227 ◽

Cited By ~ 86

Author(s):

Pilar Marques ◽

Pilar Presas ◽

Alexandra Simon

Keyword(s):

Corporate Social Responsibility ◽

Grounded Theory ◽

Social Responsibility ◽

Case Studies ◽

Family Involvement ◽

Family Firms ◽

Stewardship Theory ◽

Spanish Family ◽

Corporate Social ◽

Csr Engagement

This study addresses the heterogeneity of family firms in their engagement with corporate social responsibility (CSR). We build on stewardship theory and socioemotional wealth to explore the foundations of CSR in family firms and to examine whether the extent of engagement is based on values, and how and why this happens. We use the interpretative method of grounded theory to address these questions. Based on 12 case studies of Spanish family firms, this article illustrates the patterns of influence of family involvement and values in explaining the extent and scope of CSR.

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Assessing the Process of Knowledge Transfer — An Empirical Study

Journal of Information & Knowledge Management ◽

10.1142/s0219649209002373 ◽

2009 ◽

Vol 08 (03) ◽

pp. 251-265 ◽

Cited By ~ 1

Author(s):

Champika Liyanage ◽

Tabarak Ballal ◽

Taha Elhag

Keyword(s):

Knowledge Transfer ◽

Case Studies ◽

Construction Projects ◽

Private Finance Initiative ◽

Business Environments ◽

Organisational Knowledge ◽

The Uk ◽

Competitive Nature

This paper investigates and evaluates the process of knowledge transfer in construction projects. Due to the highly competitive nature of business environments, knowledge transfer between organisations has become increasingly popular in recent years. However, although organisations can realise remarkable benefits by transferring knowledge from one unit to another, successful knowledge transfer can be difficult to achieve. The discussions presented in the paper are mainly based on findings of two case studies. The two cases were selected from Private Finance Initiative (PFI) projects in the UK. According to the case study findings, different stages of a knowledge transfer process can be overlapped, omitted, repeated as well as intermitted and then restarted. One of the significant findings of the case studies was the role of the "knowledge mediator". In selected case studies, there were external consultants and expert staff in the form of knowledge mediators. The importance of their roles was frequently highlighted by the interview participants. They were not only facilitating the close liaison between the knowledge source and the receiver, but also their role was strongly associated with practices of translation and interpretation. This combined role of mediator/translator, therefore, appears to be particularly significant for inter-organisational knowledge transfer in PFI projects.

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