Guest editorial

Arzubiaga, Unai; Massis, Alfredo Vittorio De; Kammerlander, Nadine; Hoy, Frank

doi:10.1108/jkm-03-2022-924

Cited by 13 publications

(11 citation statements)

References 110 publications

(134 reference statements)

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“…First, we contribute to research exploring the link between learning and EO (e.g., Baker & Sinkula, 2009; Hernández‐Linares et al, 2018; Wang, 2008) by demonstrating how the ability to channel learning toward entrepreneurship depends on the family/nonfamily status of the SME and the gender of its leader. Our study supports the contention that learning is key in progressing from knowledge creation to its entrepreneurship application in SMEs (Arzubiaga et al, 2022). It also extends recent research highlighting the important role of an SME's leader in translating learning into entrepreneurship (Querbach et al, 2022) by demonstrating differences between male and female leaders of family versus nonfamily SMEs.…”

Section: Discussionsupporting

confidence: 90%

“…Because an EO allows a family firm to pursue new initiatives that can contribute to growth and help it to sustain the family firm across generations, identifying factors that foster EO is important (Hernández‐Linares et al, 2018; Mostafiz et al, 2022). Further, our research adds to the few studies that have examined learning in family SMEs and answers calls in the literature to explore why some leaders are more effective than others in directing their family SME's learning toward entrepreneurship (Arzubiaga et al, 2022; Hernández‐Linares et al, 2018; Querbach et al, 2022). We also add to the little research that has studied women in family firms by proposing that the congruence between female leaders' communal values and those of family firms creates a social context that is more conducive to gains from female leadership.…”

Section: Discussionmentioning

confidence: 92%

“…Organization learning is the process of acquiring, distributing, integrating, and creating knowledge among an organization's members (Dixon, 1992; Huber, 1991). It is key in progressing from knowledge creation to entrepreneurial behavior (Arzubiaga et al, 2022). Learning allows a firm to change or modify its mental models, processes, and knowledge to pursue innovation and entrepreneurial endeavors (Alegre & Chiva, 2013; Querbach et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Learning to be entrepreneurial: Do family firms gain more from female leadership than nonfamily firms?

Hernández‐Linares,

López‐Fernández,

Eddleston

et al. 2023

Strategic Entrepreneurship

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Research SummaryWe integrate social learning theory with gender role congruity theory to propose that family firms gain more from female leadership than nonfamily firms due to the congruence of female communal values with those of a family business. Results of our empirical study, based on a sample of 322 Spanish small‐ and medium‐sized enterprises (SMEs), show that while all three dimensions of learning orientation (commitment to learning, shared vision, and open‐mindedness) are positively related to an entrepreneurial orientation, significant differences exist based on the CEO's gender and whether the SME is a family or nonfamily firm. Strongest differences were found between female‐led family and nonfamily SMEs whereby the entrepreneurial orientation of female‐led family SMEs benefited significantly more from their firm's commitment to learning and open‐mindedness.Managerial SummaryTo cultivate entrepreneurship, a small‐ and medium‐sized enterprise (SME) leader must create an organization that fosters learning. Yet, surprisingly, we know little about male and female leaders' ability to translate their SME's learning into entrepreneurship. Our study reveals that in comparison to nonfamily firms, family firms offer an environment that is more conducive to supporting women leaders, which allows their female leaders to direct their SME's learning more effectively toward entrepreneurship. However, while female‐led family SMEs were as effective as male‐led family‐ and nonfamily‐led SMEs in directing learning toward entrepreneurship, female‐led nonfamily SMEs struggled. Our study therefore suggests that while women have an advantage leading family SMEs, gender biases hamper female leaders' ability to transform learning into greater entrepreneurial orientation in nonfamily SMEs.

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Section: Discussionsupporting

confidence: 90%

Section: Discussionmentioning

confidence: 92%

Section: Introductionmentioning

confidence: 99%

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Learning to be entrepreneurial: Do family firms gain more from female leadership than nonfamily firms?

Hernández‐Linares,

López‐Fernández,

Eddleston

et al. 2023

Strategic Entrepreneurship

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“…We suspect that such influence affects family firm's effectiveness in developing and implementing activities and processes to capture novel market and technological opportunities and thus achieve a sustainable competitive advantage (Arzubiaga et al, 2022; Patel & Fiet, 2011). We suggest that integrating knowledge contributes to our understanding of the effect of familiness nuances (Campopiano et al, 2020) on firm's organizational effectiveness.…”

Section: Knowledge Integration In Family Firmsmentioning

confidence: 99%

“…First, our findings extend our understanding of familiness in recent conversations about family influences on firms (Cano‐Rubio et al, 2021; Daspit et al, 2019; Frank et al, 2017; Habbershon & Williams, 1999; Jocic et al, 2021), considering the effect of both family involvement and essence on knowledge integration and, in turn, organizational effectiveness. Second, we contribute to the knowledge management debate in family firms (Arzubiaga et al, 2022; Ge & Campopiano, 2022; Su & Daspit, 2022), highlighting how knowledge integration is a key mechanism in the relationship between familiness and organizational effectiveness (Chirico, 2008; Daspit et al, 2019; Pittino et al, 2018). Finally, we offer insights on the complementarity of a knowledge‐based view intertwined with a dynamic capabilities approach (Cabrera‐Suárez et al, 2018; Cano‐Rubio et al, 2021).…”

Section: Introductionmentioning

confidence: 96%

Knowledge integration in family firms: Understanding the nexus between familiness and organizational effectiveness

Barros-Contreras

Campopiano

Cruz

et al. 2023

European Management Review

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Whilst knowledge integration has been deemed as relevant for the development and survival of family firms, prior studies suggest that the lack of skills to combine and transfer incumbent family members' knowledge within the family may hinder family firms' organizational effectiveness. Knowledge integration, in this context, might depend on family involvement in ownership, management and governance, and family essence, considering the emotional and relational aspects of the influence the family exerts onto the business. Relying on knowledge-based view and dynamic capabilities perspectives, we propose a model suggesting that knowledge integration intervenes in the relationship between familiness and organizational effectiveness. Our hypotheses are tested on a sample of 102 private Spanish family businesses. The results reveal that familiness is beneficial for knowledge integration, enhancing family firms' organizational effectiveness. Our study provides practical implications for family business owners and managers, and opportunities for further research.

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The “open family firm”: openness as boundary work in family enterprises

et al. 2022

Self Cite

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“Openness” has become an established norm in the contemporary business environment. However, despite the crucial importance of boundaries and boundary work in organization and management theory, openness—as opening up boundaries of family firms and entrepreneurial families in collaborating with external actors—has received only nascent attention in the family business domain. We introduce the notion of openness in the family business field. Drawing on the organizational boundary and family business literatures, we develop a conceptual framework of family firm openness as boundary work and examine and discuss the drivers, mechanisms, and consequences of openness in family enterprises. Then, drawing on this framework, we set out an agenda for future research that will contribute to a better understanding of openness, boundaries, and boundary work in family firms and entrepreneurial families. We conclude by discussing some contemporary examples of research on the “open family firm.”

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Guest editorial

Cited by 13 publications

References 110 publications

Learning to be entrepreneurial: Do family firms gain more from female leadership than nonfamily firms?

Learning to be entrepreneurial: Do family firms gain more from female leadership than nonfamily firms?

Knowledge integration in family firms: Understanding the nexus between familiness and organizational effectiveness

The “open family firm”: openness as boundary work in family enterprises

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