Family Businesses and Digital Entrepreneurship Adoption: A Conceptual Model

Abstract

<jats:p> Despite the prevalence of family businesses around the world, research on their contribution to the digital economy is still needed. A primary appraisal of the characteristics of the family business and the features of digital entrepreneurship suggests that the two phenomena are conflicting. Indeed, the most common descriptions of family businesses convey the idea that they favour stability to change and slow evolutions to upheavals and disruptions. This article attempts to answer the question: How could family businesses embrace the values and overcome the hindrances to digital entrepreneurship? To this end, this article suggests a conceptual model of digital entrepreneurship adoption in family firms. Based on the socioemotional wealth logic, we first describe the main variables influencing digital entrepreneurship adoption and then analyse the moderating influence of family involvement in the firm on the relationships between these variables and digital entrepreneurship adoption. Theoretical contributions and practical insights are presented. </jats:p>

State-of-the-Art Digital Entrepreneurship Dalam Bisnis Keluarga: Analisis Co-Authorship Dan Co-Occurrence

“…Penelitian bisnis keluarga sampai saat ini belum banyak yang membahas topik digital entrepreneurship (digipreneurship), padahal digipreneurship penting untuk pertumbuhan perusahaan di dunia bisnis saat ini (Basly & Hammouda, 2020). Seperti bisnis lainnya, bisnis keluarga pada umumnya berkaitan dengan entrepreneurship dalam konteks bisnis, dan inovasi untuk menumbuhkan, mempertahankan dan mengembangkan aktivitas bisnis keluarga.…”

“…Seperti bisnis lainnya, bisnis keluarga pada umumnya berkaitan dengan entrepreneurship dalam konteks bisnis, dan inovasi untuk menumbuhkan, mempertahankan dan mengembangkan aktivitas bisnis keluarga. Walaupun demikian, ada pandangan yang melihat bahwa bisnis keluarga dan digipreneurship sebagai dua fokus tema penelitian yang tidak berhubungan (Basly & Hammouda, 2020).…”

“…Karena itu, bisnis keluarga juga dapat terus-menerus melakukan disrupsi atau mengembangkan model bisnisnya agar sesuai dengan perkembangan harapan dan tuntutan lingkungan ataupun stakeholder bisnisnya. Untuk itu, entrepreneurship dalam bisnis keluarga menjadi state of mind (Basly & Hammouda, 2020) dan bukan lagi episode satu kali yang dilakukan hanya oleh para pendiri perusahaan. Dengan demikian, bisnis keluarga juga berpotensi dapat menerima perubahan agar ide dan inisiatif mudah muncul.…”

Sharing knowledge on the sustainable business model: An aquaculture start-up case in Thailand

“…Additionally, in making the transition to a sustainable industrial system, businesses can create economic, social, and environmental benefits for a multitude of stakeholders. Moreover, encompassing economic, environmental, and social aspects while considering the needs of all stakeholders, rather than giving priority to shareholders' expectations (Stubbs & Cocklin, 2008), and aligning the interests of all stakeholder groups, are seen as key aspects of SBM (Basly & Hammouda, 2020;Evans et al, 2017;Torri, 2012). This implies changes in the way business models are conceptualized as regards their exchanges and relations with stakeholders.…”

“…Therefore, sustainable value forms are captured through economic, environmental, and social value. Economic value captures profit, return on investments, financial resilience, long-term viability and business stability (Basly & Hammouda, 2020;Bocken et al, 2015;Evans et al, 2017;Torri, 2012;Ueda et al, 2009). Improved resource efficiency, low waste, biodiversity, pollution prevention (air, water, land), energy efficiency, clean farming system, and renewable resources are all elements of value captured for the environment value (Bocken et al, 2015;Evans et al, 2017;Ueda et al, 2009).…”