Intergenerational strategy involvement and family firms’ innovation pursuits: The critical roles of conflict management and social capital

Clercq, Dirk De; Belausteguigoitia, Imanol

doi:10.1016/j.jfbs.2015.04.003

Cited by 60 publications

(46 citation statements)

References 122 publications

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“…Second, we show that innovation is significantly reduced in the case of top management relationship conflicts. This finding is in line with the argument that such conflicts, if not managed well, impede idea exchange and constructive discussions (De Clercq & Belausteguigoitia, 2015) and that top management behavioral integration is key for organizational ambidexterity (Lubatkin et al, 2006). Third, some of our models tentatively indicate that CEOs with longer tenures drive exploration, exploitation, and organizational ambidexterity, yet this is only the case when the models control for FCNE goals, which typically increase with CEO tenure, as our correlation analysis shows.…”

Section: Discussionsupporting

confidence: 86%

Organizational Ambidexterity in Family-Managed Firms: The Role of Family Involvement in Top Management

Kammerlander

Patzelt

Behrens

et al. 2020

Family Business Review

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Organizational ambidexterity is vital for family firms’ long-term success, yet we still lack sufficient insights into the role of family involvement in top management in this context. Building on research on family firm innovation and diversity, we argue there are curvilinear relationships between family involvement in top management and exploration, exploitation, and organizational ambidexterity. We further propose that these (inverse) U-shaped relationships are affected by family CEOs’ family-centered noneconomic goals. Multisource data on 109 family-managed firms support most of our hypotheses and provide a nuanced understanding of how diversity within top management affects family firms’ innovative behavior.

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Section: Discussionsupporting

confidence: 86%

Organizational Ambidexterity in Family-Managed Firms: The Role of Family Involvement in Top Management

Kammerlander

Patzelt

Behrens

et al. 2020

Family Business Review

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“…The theoretical studies apply social capital theory (Andrade et al . ; De Clercq and Belausteguigoitia ) and contingency theory (De Massis et al . ).…”

Section: An Integrative View Of Ff Innovationmentioning

confidence: 99%

Innovation in Family Firms: A Systematic Literature Review and Guidance for Future Research

Calabrò

Vecchiarini

Gast³

et al. 2018

Int J Management Reviews

382

372

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Through a systematic review of 118 peer-reviewed journal articles published between 1961 and 2017, this article provides an integrative picture of the state of the art of the family firm innovation literature. Our aim is to widen existing understanding of innovation in family firms by building a theoretical bridge with studies in the mainstream innovation literature. Specifically, in identifying the main gaps in the literature and providing future research directions, our critical and dynamic picture of family-specific determinants of innovation is intended to advance the debate on innovation in general, and family firms in particular.

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“…The evolution of family business research has been focused on the interaction between family systems and business systems and, specifically, on the influence of the family on firm-level dimensions. It has been demonstrated that family as an institution influences amongst others firm objectives and incentives (e.g., Basco & Calabrò, 2015;Brundin, Samuelsson, & Melin, 2014), governance behavior (e.g., Basco & Voordeckers, 2015), management behavior (e.g., De Clercq & Belausteguigoitia, 2015), the firm's strategic position (e.g., Basco, 2014), and resource creation and development (e.g., Huybrechts, Voordeckers, Vandemaele, & Lybaert, 2011).…”

Section: Family Business Research As a Starting Pointmentioning

confidence: 99%

Family business and regional science: “Bridging the gap”

Stough

Welter

Block

et al. 2015

Journal of Family Business Strategy

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Abstract. The purpose of this special issue is to stimulate research on the interaction between the fields of family business and regional science. Despite their overlapping themes and the high relevance of family firms for many regions, the two academic fields have emerged independently from each other, and little exchange exists. We discuss not only the role family firms play within the region in order to enhance our understanding of the ways family firms may (or may not) contribute to regional economic development but also the effect of socio-spatial and institutional context on firm behavior and performance. The set of empirical and theoretical articles included in this special issue represents an important early step bridging insights between the two fields.2

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Intergenerational strategy involvement and family firms’ innovation pursuits: The critical roles of conflict management and social capital

Cited by 60 publications

References 122 publications

Organizational Ambidexterity in Family-Managed Firms: The Role of Family Involvement in Top Management

Organizational Ambidexterity in Family-Managed Firms: The Role of Family Involvement in Top Management

Innovation in Family Firms: A Systematic Literature Review and Guidance for Future Research

Family business and regional science: “Bridging the gap”

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