Embedded but not asleep: Entrepreneurship and family business research in the 21st century

Aldrich, Howard E.; Brumana, Mara; Campopiano, Giovanna; Minola, Tommaso

doi:10.1016/j.jfbs.2020.100390

Cited by 57 publications

(45 citation statements)

References 145 publications

(150 reference statements)

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“…We prompt future research to integrate these theories and look at knowledge from new and novel perspectives in management as well as social science fields. In doing so, we would also suggest embracing alternative research designs, which consider the family as the object of analysis, focusing on the household composition or characteristics of the family members, such as gender, ethnicity, age, and so forth (H. E. Aldrich et al, 2021;Winter et al, 1998).…”

Section: Future Research Directionsmentioning

confidence: 99%

Knowledge management in family business succession: current trends and future directions

Campopiano

2021

JKM

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Purpose This paper aims to review the literature on knowledge management in the family business, addressing the research question as follows: “How is knowledge managed across generations in the family business?” This study synthesizes the literature, highlighting the role of multiple stakeholders who affect knowledge management along with the phases of the succession process. Stemming from these findings and embracing a practice-based view, this paper offers research directions to guide future contributions on knowledge construction in the family business. The purpose of this study is not only to conclude the previous research but also to provide insights for future research directions and to provide practical implications. Design/methodology/approach Through a systematic integrative literature review, this paper collects map and analytically examine 63 published peer-reviewed articles related to knowledge management in the family business from 39 academic journals. This paper applies a rigorous approach to identify the sample of articles, map descriptive information of the reviewed literature and map theoretical contributions according to a multi-stakeholder and multi-stage framework. Findings The sampled articles are analyzed according to a multi-stakeholder and multi-stage framework inspired by Daspit et al. (2016). This study identifies critical gaps emerging from the analysis, thus opening the way to future research directions. In particular, this paper prompts scholars to advance the understanding of family-related knowledge and to clarify the assumptions on knowledge in their research. Research limitations/implications This paper contributes to the debate on knowledge management in the family business, by systematizing the current literature. In addition, this study embraces a “knowledge from practice perspective” and offers research directions to guide future contributions on knowledge construction in family business succession and potential areas to further management research investigating the role of family-related knowledge. Practical implications are also provided to benefit family businesses, consultants and policymakers. Originality/value This study provides a systematic integrative literature review of the articles published on knowledge management in family business according to a multi-stakeholder and multi-stage framework. Moreover, it draws an agenda for future research advancing a “knowledge from a practice perspective” in the family business literature.

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Section: Future Research Directionsmentioning

confidence: 99%

Knowledge management in family business succession: current trends and future directions

Campopiano

2021

JKM

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“…This will depend on a number of factors, such as family size, generational involvement, or CEO embeddedness within the family, and will likely affect CE (Kellermanns and Eddleston, 2006). With the aim of providing the highest level of generalizability and completeness, we suggest relying on the conceptualizations of embeddedness used in general management research (Blatt, 2009;Dacin et al, 1999;Nahapiet and Goshal, 1998) and also used in family business research (Aldrich et al, 2021;Bird and Zellweger, 2018;Zellweger et al, 2019), which identifies three dimensions: structural (structural dimensions such as family involvement and its development over time), relational (patterns of social interaction and family communication) and cognitive. Regarding the latter, it has been highlighted (Webb et al, 2010) that individuals within a firm often have to face competing demands between the family and firm (Minola et al, 2016a;Steier et al, 2009).…”

Section: Family Firm Variety and Contingencies (Heterogeneity)mentioning

confidence: 99%

Corporate Entrepreneurship and Family Business: Learning Across Domains

Minola

Kammerlander

Kellermanns

et al. 2020

J Management Studies

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Research at the interface of corporate entrepreneurship (CE) and family firms’ domains has grown steadily based on the premise that family firms’ specific elements uniquely affect CE antecedents, strategies, and outcomes. However, much remains to be uncovered. In this article, we offer a theoretical advancement of a corporate entrepreneurship process model for the case of family firms organized around the categories of ontology (i.e., domain redefinition), epiphany (i.e., new components and mechanisms), and heterogeneity (i.e., family firm variety and contingencies). This development paves the way for an agenda for future research and for possible generalizations to non‐family firms.

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“…beyond shareholding) to fully understand the cognitive processes underlying high-growth patterns. Some interesting factors to examine are the number of generations involved in ownership, the degree to which family owners are active in the business and their household structure (Aldrich et al, 2021; Campopiano et al, 2020).…”

Section: Discussionmentioning

confidence: 99%

Under which circumstances do family SMES achieve high growth? A behavioural perspective

Minola

Baù

Brumana

et al. 2022

International Small Business Journal: Researching Entrepreneurs

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High-growth firms contribute disproportionately to the creation of employment, wealth and economic development on a global basis. Yet, knowledge of the circumstances under which such growth patterns occur is limited, and the findings with regard to small and medium sized enterprises (SMEs) are inconclusive. Adopting the behavioural agency model, we analyse the effect of family control and related nuances (i.e. degree of family ownership and presence of a family chief executive officer (CEO)) on SME growth. Furthermore, we argue that the type of slack resources and their availability are a crucial organisational contingency when investigating high growth in SMEs. Using a sample of 39,631 European SMEs over a 13-year period, we find that family firms are less likely to achieve high growth compared to non-family firms; having a family CEO further reduces this likelihood. Instead, at higher (vs lower) levels of family ownership, the probability of family firms achieving high growth increases. Furthermore, the availability of high-and low-discretion slack resources influences these relationships. Our study advances current understanding of high growth in general, and family firms in particular.

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Embedded but not asleep: Entrepreneurship and family business research in the 21st century

Cited by 57 publications

References 145 publications

Knowledge management in family business succession: current trends and future directions

Knowledge management in family business succession: current trends and future directions

Corporate Entrepreneurship and Family Business: Learning Across Domains

Under which circumstances do family SMES achieve high growth? A behavioural perspective

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