Interfirm cooperation and engagement barriers in a family business context

Abstract

Purpose This study aims to understand to what extent family firms engage in and understand the importance of cooperation whilst analysing the underlying barriers that may restrain cooperative engagement. Design/methodology/approach Considering the purpose of this study, a qualitative exploratory approach is adopted, using a multiple case study methodology, consisting of four cases. Thus, interviews were chosen as the source of data collection, as this allows proximity and involvement with those with power to engage in cooperation. Findings The results highlight that family business particularities seem to have an aggravating effect on the general barriers to cooperative engagement. Managerial characteristics such as risk aversion, concern about independence and emotional attachment to the business, along with a lack of qualified knowledge, seem to be the most salient obstacles. Practical implications Interfirm cooperation has become more vital for organizational success. However, empirical contributions regarding the barriers to engaging in cooperation, especially within a family business context, are limited. This study seeks to present theoretical barriers to engaging in interfirm cooperation and effectively link them within a family business context. Originality/value Being structured around the underlying challenges for interfirm cooperation, this paper contributes to advancing this specific research stream and presents practical contributions for managers for more effective implementation.

The Effect of Openness to Experience on Trust Behavior: The Moderating Role of Situational Strength

“…In a situation in which social uncertainty is substantial, trust is needed, or, in other words, trust is most needed in situations of high social uncertainty; conversely, trust is not needed in stable relationships where trust is most easy to produce. In addition, the scant literature review also indicates that different personalities may yield different trusting behavior given the identical situation strength, as people have a unique general tendency to trust others (i.e., Chieffi et al, 2022;Sampat & Raj, 2022;Bezbaruah et al, 2021;Zhang, Guan, & Jin, 2021;Baía & Franco, 2021;Jiao et al, 2021;Liang, Lee, & Workman, 2021;Heinström, Nikou, & Sormunen, 2021;Obrenovic et al, 2021;Träskman & Skoog, 2021;Eroglu & Sanders, 2021). This perspective implies that a personality-situation fit may lead to different trusting behavior.…”