A Unified Systems Perspective of Family Firm Performance

Habbershon, Timothy G.; Williams, Mary L.; MacMillan, Ian C.

doi:10.4337/9781847204394.00013

Cited by 485 publications

(844 citation statements)

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“…Indicators that are used to measure the strength of cohesive freedom value are adapted from [13], [16], [38], [39] and consist of (scfv1) having a strong belief, (scfv2) having the authority, (scfv3) having a freedom to be creatively judgment, (scfv4) closed communication flow with the inferior, (scfv5) the emergence of group's new ideas. Learning commitment indicators are adapted from [31], [40]- [43] and consist of (lc1) willingness to study, (lc2) willingness to follow the training, (lc3) doing reformation, (lc4) the new suggestion openness, (lc5) performing comparative study. Meanwhile indicators that are used to measure the leader's working creativity are adapted from [44]- [46].…”

Section: The Relationship Between Learning Commitment and Leader'smentioning

confidence: 99%

Adhocracy Culture Support and Leader’s Working Creativity

Khurosani¹

2013

IJSSH

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Abstract-The aim of this study is to investigate the relationship between adhocracy culture support and working creativity belong to the leader, through the strength of cohesive freedom value and learning commitment. Samples in this study are the owner and manager of distribution outlet in Bandung, Western Java province of Indonesia. The sizes of the samples are 226 respondents. This study uses Software AMOS program to overcome any problems that may emerge in structural application equation model. The result of this study states that there is positive and significant relationship between adhocracy culture support and the strength of cohesive freedom value, there is positive and significant relationship between the strength of cohesive freedom value and learning commitment, there is positive and significant relationship between the strength of cohesive freedom value and leader's working creativity, and there is positive relationship between learning commitment and leader's working creativity.Index Terms-Adhocracy culture support, the strength of cohesive freedom value, learning commitment, and creativity.

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Section: The Relationship Between Learning Commitment and Leader'smentioning

confidence: 99%

Adhocracy Culture Support and Leader’s Working Creativity

Khurosani¹

2013

IJSSH

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“…While many scholars agree that family businesses possess unique sets of resources and capabilities (Dyer, 2006;Habbershon and Williams, 1999;Sirmon and Hitt, 2003), they have debated the extent to which these resources and capabilities engender or discourage entrepreneurial attitudes and behaviours (e.g., Habbershon, Williams and MacMillan, 2003). For example, in their study of Swedish SMEs, Naldi et al (2007) observed that family businesses are more risk-averse, and thus less likely to engage in innovation or proactiveness.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Research on EO in family businesses suggests that the unique attributes of familyowned/managed businesses influence their ability to think and behave entrepreneurially (Habbershon, Williams and MacMillan, 2003). Specifically, the concept of 'familiness' (Cabrera-Suárez, De Saa-Perez and García-Almeida, 2001; Habbershon and Williams, 1999) or 'family orientation' (Lumpkin, Brigham and Moss, 2008) describes the unique bundle of family-specific resources and capabilities that result from the interaction of the family and business subsystems (Chua, Chrisman and Sharma, 1999), which may promote and/or constrain entrepreneurial attitudes and behaviours (Habbershon, Williams and MacMillan, 2003;Nordqvist, Habbershon and Melin, 2008;Zellweger, Nason and Nordqvist, 2012).…”

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confidence: 99%

Time to recalibrate? Exploring entrepreneurial orientation of family businesses before, during, and after an environmental jolt

Zachary

Payne

Moore

et al. 2017

IJMED

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Entrepreneurial orientation (EO) has become a construct of considerable interest in the family business literature. Despite such attention, scholars have yet to examine if and how EO in family businesses changes over time. This study explores this gap by investigating both continuous and discontinuous changes in EO in a sample of S&P 500 family businesses between 2001 and 2012. We find that EO changes before, during, and after an environmental jolt, which is defined as a major unforeseen and discontinuous environmental change. More specifically, we find that EO gradually increases at a linear rate prior to the occurrence of a jolt, discontinuously decreases during the initial stage of the jolt, then resumes a gradual linear growth trend following this period. We further explore the relationship between time and EO by examining change in EO across different industries, finding significant changes between family firms in different industries.

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“…These synergies could positively contribute to the performance of the family firm (Kellermanns and Eddleston 2004) and to the entrepreneur's and family members' psychological well-being (Shepherd and Haynie 2009b). Research has suggested, for instance, that systemic family influences can enhance firm success (Habbershon et al 2003;Kellermanns and Eddleston 2004). Characteristics that are generated and strengthened through family relationships, such as trust, loyalty, and commitment, often serve the business aims as well.…”

Section: Identity Identity Conflict and The Entrepreneurial Firmmentioning

confidence: 99%