Investigating social capital, trust and commitment in family business: case of media firms

Tajpour, Mehdi; Salamzadeh, Aidin; Salamzadeh, Yashar; Braga, Vítor

doi:10.1108/jfbm-02-2021-0013

Cited by 55 publications

(35 citation statements)

References 118 publications

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“…In order to cope with this change, it can be helpful for family businesses when assessing their risk to consider their social capital. In a recent study, Tajpour et al . (2021) discussed the role of social capital in family business and mentioned the need to connect with others during times of change.…”

Section: Introductionmentioning

confidence: 96%

“…In order to cope with this change, it can be helpful for family businesses when assessing their risk to consider their social capital. In a recent study, Tajpour et al (2021) discussed the role of social capital in family business and mentioned the need to connect with others during times of change. This means that family businesses can utilize their networks and social capital in times of hardship in a different way to non-family businesses (Seaman, 2015).…”

Section: Introductionmentioning

confidence: 99%

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How is risk different in family and non-family businesses? A comparative statistical analysis during the COVID-19 pandemic

Santos

Tavares²,

Tavares

et al. 2021

JFBM

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PurposeRisk is part of corporate activity and a consequence of the businesses' demands, the market and the changes in companies and their surroundings. The way that risk is managed is different between family and non-family businesses. The paper aims to compare the different risk types experienced in the context of the coronavirus disease (COVID-19) pandemic among family and non-family businesses and to analyze whether operational, legal, strategic and image risks influence financial risks.Design/methodology/approachThe nature of the study is quantitative and based on a questionnaire survey that analyses the perception of risks by 1,090 family businesses and 557 non-family businesses.FindingsThe results show the existence of statistically significant differences in the perception of financial and legal risks between family and non-family businesses, where the former being the businesses that give more importance to these risks. The perception of operational, legal, strategic and image risks have a positive influence on the perception of financial risk in family and non-family businesses.Originality/valueThe results obtained in the study are important because they allow an understanding about the differences in risk management between family and non-family businesses, which can lead to greater corporate sustainability and increased financial performance.

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Section: Introductionmentioning

confidence: 96%

Section: Introductionmentioning

confidence: 99%

How is risk different in family and non-family businesses? A comparative statistical analysis during the COVID-19 pandemic

Santos

Tavares²,

Tavares

et al. 2021

JFBM

View full text Add to dashboard Cite

show abstract

“…Entrepreneurship is about uncovering and developing opportunities to create value through innovation, but innovation does not create opportunities like an inventor; instead, it makes the best use of the opportunities presented to them. An entrepreneur has access to a range of capital represented by resources-human capital, knowledge capital, social capital, family capital, emotional capital, and financial capital (Mishra and Zachary, 2015;Tajpour et al, 2022). However, the availability of resources or the location is not critically relevant to the entrepreneur, as innovation could happen in a new or existing business with limited resources and various locations (Churchill, 1992).…”

Section: Literaturementioning

confidence: 99%

Innovation and business performance in Australia: Role of entrepreneurship and intrapreneurship in a crisis

Abeysekera

2023

Front. Psychol.

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This descriptive study aimed to examine entrepreneurship’s and intrapreneurship’s roles in translating innovation intention into performance by examining Australian businesses. The primary aim was to investigate whether innovation-active businesses outperformed non-innovation-active businesses. It used the summary data published by the Australian Bureau of Statistics about business innovations during the 2020–2021 financial year. The study included intrapreneurship and entrepreneurship as mediator constructs to hypothesised research questions. The study descriptively analyzed data that compared performance increases from the 2019–2020 to 2020–2021 financial year of the COVID-19 crisis period. It found that innovation-active businesses outperformed non-innovation-active businesses. The performance increased with the size of the business, with large businesses performing best, followed by medium-sized and small businesses. There was no distinctive difference between those with innovation-active and non-innovation-active status for businesses that maintained the same or decreased performance. The Theory of Planned Behavior provided the theoretical framework for the study. The study also found businesses post-crisis have broadened their performance outlook towards a triple bottom line way of thinking, contributing to economic, social, and environmental performance. Considering the findings, the study suggests some policy changes to help businesses thrive after the COVID-19 period.

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“…As in every relationship, commitment is essential to the success of a business venture [42], [43], [44], [45]. Employees dedicated to their jobs and organizations are more likely to be content and successful [46], [47].…”

Section: Organizational Commitmentmentioning

confidence: 99%

Servant Leadership and Job Satisfaction and Organizational Commitment: Empirical Evidence from Surabaya Health Care Sector

Uktutias

Iswati²,

Hadi³

et al. 2022

Open Access Maced J Med Sci

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Background: The concept of Servant Leadership has grown as a distinct management style with numerous applications in management research since its inception. It is likely one of the most successful styles for earnest management and for having a good attitude and concern for those around social organizations' well-being and quality of life. Quality human resources are essential to high commitment and satisfaction at work. Satisfy human resources who are committed will take care of the interests of the organization. Because of the practical nature of the problem among in the organization (Klinik Utama Usada Buana), Surabaya personnel, this research is expected to be conducted as an analytic study with a cross-sectional design. Methods: Therefore, data were collected using simple random sampling and then analyzed and interpreted to test the model. Result :The findings demonstrate that servant leadership styles can help people become more committed to their jobs and feel more satisfied. This model's practical and theoretical aspects have been discussed in the relevant sections of this article.

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Investigating social capital, trust and commitment in family business: case of media firms

Cited by 55 publications

References 118 publications

How is risk different in family and non-family businesses? A comparative statistical analysis during the COVID-19 pandemic

How is risk different in family and non-family businesses? A comparative statistical analysis during the COVID-19 pandemic

Innovation and business performance in Australia: Role of entrepreneurship and intrapreneurship in a crisis

Servant Leadership and Job Satisfaction and Organizational Commitment: Empirical Evidence from Surabaya Health Care Sector

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