Family Owned Hidden Champions in Russia: Innovations, Human Capital and Internationalization

Purg, Danica; Saginova, Olga; Скоробогатых, Ирина; Мусатова, Жанна

doi:10.17485/ijst/2016/v9i12/89535

Cited by 11 publications

(6 citation statements)

References 16 publications

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“…Due to the fact that the national markets for these applications are often too small, HCs have to be present globally. In recent years, attention towards HCs has increased as they provide an attractive model for small firms to gain from globalisation (see Audretsch et al 2018, Garaus et al 2015, Huh 2015, Lee et al 2014, Petraite and Dlugoborskyte 2017, Purg et al 2016, Voudoris et al 2000, Witt and Carr 2014).…”

Section: Introductionmentioning

confidence: 99%

The Distinct Features of Hidden Champions in Germany: A Dynamic Capabilities View

Rammer

Spielkamp

2019

SSRN Journal

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Hidden Champions (HCs) are firms unknown to the wider public, but global leaders in the niche markets they serve. This paper looks at distinctive features of these firms, focusing on their dynamic capabilities. Employing a unique data base on German firms, we identify a representative sample of German HCs. Based on a matching technique, we examine differences to other firms in terms of the firms' processes, position, and path. We find that HCs' competitive strategy rests on technology leadership and customisation. HCs are more open in their knowledge management, but without compromising control over the new product development process. HCs do not invest more into innovation, but achieve higher innovation success. The higher efficiency can be linked to their superior technological capabilities and to higher investment in human capital and HR management practices that mobilise the creative potential of their employees.

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Section: Introductionmentioning

confidence: 99%

The Distinct Features of Hidden Champions in Germany: A Dynamic Capabilities View

Rammer

Spielkamp

2019

SSRN Journal

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“…Habría que resaltar la relevancia que tienen los recursos a nivel individual (Brieger y De Clercq, 2018), para ser más específicos la experiencia, habilidades y conocimiento que posee el personal de la empresa (Miller et al, 2015;Krause et al, 2016;Purg et al, 2016), como una capacidad altamente valorada por su aporte a la generación y sostenimiento del capital social, el cual como ya se ha mencionado, incide en la competitividad y rentabilidad de las empresas y, por ende, en su crecimiento y desarrollo.…”

Section: Resultsunclassified

Capital social en la perspectiva de la teoría de recursos y capacidades: un análisis bibliométrico

Inda¹,

Altamirano²,

Reynoso³

et al. 2020

RIE

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En este estudio se realiza una primera aproximación a la perspectiva integrada del capital social bajo la Teoría de recursos y capacidades. Para ello se seleccionó la base de datos Scopus de la cual se extrajo la información necesaria para realizar un análisis bibliométrico de citación, palabras clave y autoría con el apoyo de las herramientas Excel y VOSviewer. Así mismo, se aplicó una revisión de contenido a los 46 documentos que arrojó la búsqueda. Los resultados confirman que el capital social es visto como un recurso firme que contribuye a mejorar el desempeño y la formación de ventajas competitivas sostenibles, además de estar estrechamente vinculado al uso del capital humano y desarrollo de capacidades como la innovación, el aprendizaje, la adaptación, así como a la gestión del conocimiento. Palabras clave: Teoría de recursos y capacidades (TRC), capital social, ventaja competitiva, innovación Códigos JEL: M10, M53, O12, O31 Recibido: 28/02/2019. Aceptado: 10/02/2020. Publicado: 27/04/2020

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“…Additionally, problems that pertain succession planning were mostly aggravated further by absence of clear goals in regards to succession planning or not giving the successors any needed training to effective business management. Purg et al, (2016) looked at internationalization, human capital and innovations of businesses owned by families in Russia. Researchers used the Simon's questionnaire in obtaining information concerning performance of twenty-nine recognized family-owned Russian firms as a Hidden Champions.…”

Section: Empirical Reviewmentioning

confidence: 99%

Sustainability Strategies and Organizational Performance of Selected Family-Led Businesses in Kenya

Mwaura,

Mathenge,

Mungai

2023

EJBSM

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Purpose: The study sought to establish the effect of entrepreneurial sustainability strategies on organizational performance of family-led businesses in Kenya. Methodology: The descriptive research technique was used for this study and target population was the owners/ managers of the 277 family-led businesses in Kenya. The technique of stratified random sampling was applied to derive the 83 respondents. Questionnaires were used to obtain primary data and close-ended questions were used that were in the form of likert scales questions. Data collected was analyzed by use of descriptive and inferential statistics using SPSS Version 22. The descriptive statistics included frequency percentages, mean and standard deviations. A multiple regression model, correlation analysis and ANOVA was further carried out. Tables, pie charts and graphs were used for data presentation. Findings: There was a strong positive correlation of 0.764 between talent management and the performance of selected family-led businesses in Kenya. There was a moderate positive correlation of 0.469 between succession planning and the performance of selected family-led businesses in Kenya. There was a moderate positive correlation of 0.755 between innovation strategies and the performance of selected family-led businesses in Kenya. There was a moderate positive correlation of 0.362 between professionalization and performance of selected family-led businesses in Kenya. Unique Contribution to Theory, Practice and Policy: The study was guided by Family Systems theory and theory of Performance. The theories may be used to anchor future studies in the business sector The study recommends that family-led businesses should recruit competent employees, adopt and implement performance appraisals, conduct training sessions to improve employee skills and ensure they retain the employees through employee motivation. The study recommends that to improve on the performance of the businesses, the organizations should identify critical roles, build succession benches, and develop high-potential candidates for promotion. The study recommends that management of family led business should invest resources in innovations such as big data analytics and artificial intelligence to increase their competitiveness. The study recommends that the family lead business should ensure that they hire professionals and also conduct the recruitment exercise in a competitive and professional manner.

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Family Owned Hidden Champions in Russia: Innovations, Human Capital and Internationalization

Cited by 11 publications

References 16 publications

The Distinct Features of Hidden Champions in Germany: A Dynamic Capabilities View

The Distinct Features of Hidden Champions in Germany: A Dynamic Capabilities View

Capital social en la perspectiva de la teoría de recursos y capacidades: un análisis bibliométrico

Sustainability Strategies and Organizational Performance of Selected Family-Led Businesses in Kenya

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