Changing big business in Italy and Spain, 1973–2003: Strategic responses to a new context

Business Groups and Corporate Governance: Review, Synthesis, and Extension

“…According to some authors (and to a consolidated opinion among family business scholars), then, product diversification strategies are consistent with the willingness to diversify product‐related risks (Gomez‐Mejia, Makri, & Larraza Kintana, ), and also by the simultaneous necessity to create top managerial positions for the individual family members (Crespí‐Cladera & Bru, ). Other research has also supported that family ownership has a positive influence on product diversification decisions in business groups (see, e.g., Chung, , on the Taiwanese case, but also Binda, and Binda & Colli, in the cases of Spain and Italy, respectively).…”

“…Further research stresses how family and state ownership of business groups tend to positively affect the flexibility of firms in adopting coordinated strategies, for instance in terms of refocusing (Binda & Colli, ). However, to our knowledge no systematic effort has been made to connect structural characteristics of business groups (e.g., centrally and systematically administered organizational structures versus more loosely coupled organizational structures), to their ultimate ownership, leaving much room open for further research to identify regularities.…”

Bricolage and Innovation in the Emergence and Development of the Spanish Tourism Industry

“…Indeed, as Binda and Colli have observed, Spanish capitalism has been dominated by institutional weakness and a strong state presence, wherein the family business has played a central role, often acting in clusters, repeatedly profiting from business networks and struggling to overcome a small domestic market. 160 Integration into the global market arises from a learning process led by those large family firms and strongly influenced by three factors: the country's natural and human resources, its institutional framework, and regional patterns of economic development. 161 The outcome crystallized in a concrete business culture that, in the tourism sector, needed bricolage to drive innovation and survive in a time of scarcity and, thereafter, chose bricolage as a routine, even though context improved.…”

Las dinámicas empresariales del crecimiento económico de Madrid (1886-1935)

“…En el contexto particular de Europa, el paradigma chandleriano ha encontrado muchos oponentes, especialmente en aquellos países cuyas características institucionales, mercados de capital y condiciones del mercado doméstico han construido un contexto muy distinto al norteamericano. En concreto, Binda (2013), Binda y Colli (2013), Caruana et al (2011) y Fernández-Pérez y Puig (2004) han señalado a las pymes como pilar del crecimiento en los países del sur de Europa. En definitiva, la relación entre el tamaño empresarial y el crecimiento económico viene claramente condicionada por el contexto.…”

“…La expansión de la mediana empresa impulsó estas tres dinámicas, situándose como la gran protagonista del proceso de crecimiento y modernización económica de la capital. Así, nuestro trabajo muestra la divergencia de las dinámicas empresariales españolas respecto del modelo chandleriano, reforzando las afirmaciones de Binda (2013), Binda y Colli (2013), Caruana et al (2011) y Fernández-Pérez y Puig (2004) sobre un crecimiento no liderado por las grandes compañías. Más aún, la transformación económica de Madrid durante el primer tercio de siglo coexistió con un conjunto de grandes empresas que retrocedieron en número y tamaño promedio.…”