Bridging the micro-macro gap: A multi-layer culture framework for understanding entrepreneurial orientation in family firms

Arz, Christopher

doi:10.1016/j.jfbs.2019.04.006

Cited by 18 publications

(25 citation statements)

References 150 publications

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“…We can, therefore, state that they are established companies. The higher stability of companies is related, as Arz (2019) argued in his study, to the transfer of the main family values into business.…”

Section: Discussionmentioning

confidence: 80%

“…Even though one of the main characteristics of the family business is the transfer of ownership to descendants, research by author Korenkova (2016) showed that 81% of university students from business families do not plan to take over the family business. The author Arz (2019) observed the transfer of main family values into business in his case study of a German second-generation family business. The author identified the following main family values: preservation-a strong commitment of the family to the company and a long-term intention to keep the ownership of the company in the family; altruism-the act of family members in the best interests of other family members and long-term non-family employees.…”

Section: Introductionmentioning

confidence: 99%

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Analysis of Innovation Activities of Slovak Small and Medium-Sized Family Businesses

Urbaníková

Štubňová

Papcunová

et al. 2020

Administrative Sciences

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Family businesses began to emerge in Slovakia after the change of social establishment in 1989, and since then they represent a significant group of business entities with a significant contribution to the economy, and have significant growth potential. Innovations have become a driving force for the future opportunities of these companies. Based on empirical research, this paper aims to identify the innovation activities of small and medium-sized family businesses in Slovakia and to determine their impact on the company’s economic results. We can state that out of small and medium-sized family businesses included in the survey, 76.5% have implemented innovations in the last five years. We use statistical tests to verify the research hypotheses. We can state that there is a statistically significant relationship between the size of the company and the number of types of introduced innovations, as well as between the generation running the company and the number of types of introduced innovations. Second-generation family businesses can, therefore, be considered more innovative than first-generation family businesses. We investigate the impact of the COVID-19 coronavirus pandemic on innovation activities in these companies. It is interesting that in 30.6% of family businesses the COVID-19 coronavirus pandemic positively affected their innovation activities.

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Section: Discussionmentioning

confidence: 80%

Section: Introductionmentioning

confidence: 99%

Analysis of Innovation Activities of Slovak Small and Medium-Sized Family Businesses

Urbaníková

Štubňová

Papcunová

et al. 2020

Administrative Sciences

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show abstract

“…Representing a key concept within the entrepreneurship and strategy literature (Covin and Wales, 2019; Lee et al, 2019), EO has received the attention of family business scholars (Arz, 2019; Hernández-Linares and López-Fernández, 2018; Lumpkin and Dess, 1996). Research on EO in family firms focuses on highlighting the characteristics of these firms and how they influence EO, thereby showing that the EO framework is a useful tool to study entrepreneurship in such firms.…”

Section: Literature Reviewmentioning

confidence: 99%

“…This has led to considerable research interest in examining why, how and when EO manifests in family firms (Boling et al, 2016; Stanley et al, 2019). There is an ongoing debate on how the distinctive characteristics of family firms, as well as environmental factors, foster or hinder EO (Arz, 2019; Casillas et al, 2010; Lumpkin et al, 2010; Miller et al, 2016; Naldi et al, 2007). There have been studies on structural family-related characteristics such as family involvement in ownership (Block, 2012; Zahra, 2012), governance (Arzubiaga et al, 2018; Bauweraerts and Colot, 2017), management (Alayo et al, 2019; Casillas and Moreno, 2010; D’Allura, 2019; Revilla et al, 2016) and generational involvement (Cherchem, 2017; Chirico et al, 2011; Cruz and Nordqvist, 2012; Kellermanns et al, 2008; Sciascia et al, 2012).…”

Section: Literature Reviewmentioning

confidence: 99%

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The impact of a crisis on entrepreneurial orientation of family firms: The role of organisational decline and generational change

Moreno-Menéndez

Arzubiaga

Diaz‐Moriana

et al. 2021

International Small Business Journal: Researching Entrepreneurs

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This article critically analyses entrepreneurial orientation (EO) in family firms after a major crisis, to investigate how firms with equal initial levels of EO reach different levels over time. Based on two alternative hypotheses (stability and convergence), we analysed whether the EO of family firms remains intact, strengthens, or weakens after a crisis. Based on an examination of a database of 151 family firms collected in 2004 and 2017, our findings reveal that compared to firms with higher pre-crisis EO levels, those with lower levels saw a larger increase post crisis. Furthermore, unlike the latter group, the former was able to maintain high pre-crisis levels even after the crisis. In addition, we also we found this relationship between pre-crisis and post-crisis EO levels to be influenced by two key periodic discontinuities, namely, organisational decline and generational change contingencies. These findings advance our understanding of temporal aspects of EO and heterogeneous entrepreneurial behaviour among family firms with significant implications for both theory and practice.

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Reputational Leadership, Family Business and Sustainability in the Creation of Economic and Social Value. The Case of the Company “Agroparque Esperanza”

Tato Jiménez,

Cabrera Gala,

Carrillo Durán

2024

Studies on Entrepreneurship, Structural Change and Industrial Dynamics

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Bridging the micro-macro gap: A multi-layer culture framework for understanding entrepreneurial orientation in family firms

Cited by 18 publications

References 150 publications

Analysis of Innovation Activities of Slovak Small and Medium-Sized Family Businesses

Analysis of Innovation Activities of Slovak Small and Medium-Sized Family Businesses

The impact of a crisis on entrepreneurial orientation of family firms: The role of organisational decline and generational change

Reputational Leadership, Family Business and Sustainability in the Creation of Economic and Social Value. The Case of the Company “Agroparque Esperanza”

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