Culture, Islamic capital and the entrepreneurial behaviour of family firms in Saudi Arabia

Abstract

PurposeThere is a significant gap in understanding with regards to the role of cultural context in family business research. This paper aims to address this by exploring the critical and pervasive influence of culture in shaping the entrepreneurial behaviours of family businesses based in Saudi Arabia.Design/methodology/approachThe authors adopt a qualitative interpretive case study approach, which draws upon interviews with the incumbents and successors of ten Saudi Arabian family firms.FindingsThe authors’ empirical evidence reveals the importance of family ties and culture on the entrepreneurial behaviour of family firms in general, and the influence of “Islamic capital” on the intergenerational transfer of family legacy in particular.Originality/valueThe authors provide critical insights on how Islamic capital motivates Saudi family firms to maintain harmony, avoid disputes and create a legacy for future generations by engaging in entrepreneurial behaviours.

Assessment of Post-COVID-19 Quality of Life Using the Quality of Life Index

“…This association can be explained by familial bonding and support in Saudi culture, especially for sick people. 50 Both young and older adults were at risk of loneliness and its consequences for their well-being. 51 , 52 Lower levels of general health, physical function, and spiritual well-being were also associated with older age.…”

“…Although many studies have shown that COVID-19 may have negative influences on couples’ relationships, 58 , 59 Saudi culture is characterized by strong relationships among families, especially those with a sick spouse. 50 …”

How family firms can avoid the trap of strong social ties and still achieve innovation: critical roles of market orientation and transgenerational intent

“…, 2019). Finally, Arab family firms express strong intentions to maintain the business for future generations, and many of them use the family name as their brand or corporate name (Alrubaishi et al. , 2021; Ng et al.…”

“…Therefore, firms tend to be market-oriented and undertake expansive, persistent marketing activities (Genc et al, 2019). Finally, Arab family firms express strong intentions to maintain the business for future generations, and many of them use the family name as their brand or corporate name (Alrubaishi et al, 2021;Ng et al, 2019;Samara, 2021).…”

CEO successions in times of decline and prosperity: restoring aspiration and performance implications in family firms

“…Replicating our study in other countries would enlarge the understanding of the antecedents and consequences of hiring family or non-family member as CEOs and under which conditions, they help improving firm performance (Bauweraerts et al ., 2021). Future research could also analyze family firms from different institutional and cultural contexts to include the influence of the family cultural system on CEO succession (Alrubaishi et al ., 2021; Krueger et al ., 2021; Wright et al ., 2014). Second, our research offers new knowledge concerning the impact of organizational slack on the decision of appointing non-family CEOs and its impact on post-succession firm performance.…”