Exploring alternative strategic management paradigms in high-growth ethnic and non-ethnic family firms

Abstract

This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link AbstractThe primary research question examined in this paper is whether ethnic and non-ethnic family firms in the United Kingdom differ in their strategy-making. The paper uses the typology of strategic decision making produced by Whittington (1993) to derive contrasting predictions of strategy-making by ethnic versus non-ethnic firms. Drawing on a questionnaire study of 76 high-growth family firms, and subsequent in-depth fieldwork with 40 of these, the findings show that the ethnic origin of the controlling family has a significant influence in determining the dominance of a particular strategy paradigm. However, successful high-growth family firms are not associated with any particular school of strategy. The influence of family bonding on strategy-making was greater in ethnic family firms than non-ethnic family firms. The advent of the second generation of South Asians in family firms, and closer integration of immigrant and host communities, has not altered these apparent differences. The findings challenge researchers on family firms to adopt a multiple perspective approach to strategymaking.

Strategy and Strategic Management Concepts: Are They Recognised by Management Students?

“…We cannot say any particular definition is correct. Each existing definition is correct but contains limitations in its set of assumptions and related dimensions [14].…”

Is there a Spirit of Overseas Chinese Capitalism?

“…Robson 2007), which may affect different ethnic groups differently (De Clercq et al 2013), for example in the presence of ethnic discrimination or affirmative action as practiced in countries like Malaysia (Rasiah 2002). Among the pull factors are favourable, culturally transmitted entrepreneurial values (Wyrwich 2015), strategies (Bhalla et al 2007) or trading opportunities (Wang and Liu 2014) that differ between ethnic groups. A number of studies in this area examine the particular cultural values that generate push and pull effects on entrepreneurship.…”

“…Similarly, at the microeconomic level, cultural dimensions including religion, values such as post materialism (Inglehart 1997) and uncertainty avoidance (Hofstede 1984) and family values have been used to explain individual economic outcomes such as entrepreneurial activity and business ownership (e.g. Uhlaner and Thurik 2007;Bhalla et al 2007;Wennekers et al 2007;Zelekha et al 2013;Wyrwich 2015). A number of writers have adopted the cultural approach to explain the Chinese Diaspora economic miracle through specific managerial practices and business behaviour of Chinese entrepreneurs, shaped by their distinct underlying economic culture.…”

Strategy and strategic management concepts: are they recognised by management students?

“…According to Bhalla et al [14], strategic management was born as a hybrid discipline, influenced by both sociology and economics. It may be considered an evolution of theories of organizations.…”

“…Since it represents an important tool for business management in a competitive and turbulent marketplace, the main objective of strategy involves preparing the organization to confront the current hostile environment, to this end systematically and objectively deploying the skills, qualifications and internal resources of the enterprise [25]. On the other hand, the concept of strategy still seems to be a very vague concept and subject to various interpretations [14].…”