Knowledge sharing in small family firms: A leadership perspective

Cunningham, James; Seaman, Claire; McGuire, David

doi:10.1016/j.jfbs.2015.10.002

Cited by 53 publications

(47 citation statements)

References 120 publications

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“…This knowledge sharing process is often framed as mentoring (Distelberg & Schwarz, 2015;Fiegener, Brown, Prince, & File, 1994), or knowledge accumulation (Chirico, 2008), enabling intra family succession with new family members and/or generations entering into a leadership role in the family firm (Hatak & Roessl, 2015). Other studies focus on differences between knowledge sharing within the family and with employeessharing with even key employees can tend to be significantly more restricted compared to the knowledge sharing taking place between family members (Cunningham, Seaman, & McGuire, 2016). Common among these studies is the tendency to treat knowledge sharing as one directionalfrom the senior generation to the next generation.…”

Section: Introductionmentioning

confidence: 99%

Intergenerational knowledge sharing in family firms: Case-based evidence from the New Zealand wine industry

Woodfield

Husted

2017

Journal of Family Business Strategy

109

110

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This paper examines intergenerational knowledge sharing within family firms in traditional industries. We position our analysis against the background of the knowledge-based view of the firm and utilize knowledge creation theory and perspectives on knowledge sharing behavior to analyse how knowledge is shared in an organization. We employ a multiple case study approach and use the New Zealand wine industry as the context of our analysis. Our study extends family business and knowledge sharing literature by challenging traditional views of incumbent-successor relationships. We reason that family business literature is sympathetic to the senior generation nurturing the next generation while leaving a gap in our understanding of how the next generation contributes knowledge to the firm. We suggest that the knowledge bases of the senior and next generation are different in terms of how they are generated and the relative weight of tacit and explicit knowledge they contain. We also argue that knowledge sharing in family firms is bidirectional leading to innovative outcomes and change.

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Section: Introductionmentioning

confidence: 99%

Intergenerational knowledge sharing in family firms: Case-based evidence from the New Zealand wine industry

Woodfield

Husted

2017

Journal of Family Business Strategy

109

110

View full text Add to dashboard Cite

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“…It is noted by Indarti and Kusuma (2016) that mainly predecessors transfer tacit knowledge to their successors and this knowledge includes knowledge of the product and company management, technical and philosophical knowledge. Knowledge sharing in family business is also under consideration of Cunningham et al (2016). They investigate the nature of knowledge sharing in small family firms and explore the role of the influence of family in knowledge resource development.…”

Section: Literature Reviewmentioning

confidence: 99%

Family business and business dynasties: A case study of Russia

Murzina

Turčeková

Mensh

et al. 2018

Journal of International Studies

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Family business and family business dynasties are notorious all around the world. The Waltons, the Fords, the Hiltons, the Bushes, the Kardashians, or the Murdochs -all of them shape up the world's globalized economy. However, in Russia business dynasties are just passing through the stage of their initial development and setting. As a result, very little empirical research has been carried out so far to determine socio-physiological traits of its incumbents. This paper describes the peculiarities of the 'founders of business dynasties' (i.e., a group of business owners who have already worked with their relatives and

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“…The authoritarian profile is a type of leader who reflects characteristics of paternalistic control and submission to authority which, according to [10] the leader considers that the employees do not have ambition. The authoritarian profile is a type of leader who reflects characteristics of paternalistic control and submission to authority which, according to [10] the leader considers that the employees do not have ambitions and, in general, will have to carry out the tasks through co-acted form.…”

Section: Literature Reviewmentioning

confidence: 99%

“…The authoritarian profile is a type of leader who reflects characteristics of paternalistic control and submission to authority which, according to [10] the leader considers that the employees do not have ambitions and, in general, will have to carry out the tasks through co-acted form. The participatory leader is a type of leader who involves the subordinates although the final decision is yours.…”

Section: Literature Reviewmentioning

confidence: 99%