Risks/rewards and an evolving business model

Crick, Dave; Chaudhry, Shiv; Crick, James M.

doi:10.1108/qmr-01-2017-0001

Cited by 37 publications

(15 citation statements)

References 82 publications

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“…The advantages are represented by personal relationships with corporate stakeholders (Mustakallio et al, 2002) and strong social values (Peters and Kallmuenzer, 2018), highlighting the positive relationship between family involvement and performance (Allouche et al, 2008;Lindow et al, 2010;Block et al, 2011;Chu, 2009;Miralles-Marcelo et al, 2014;Wagner et al, 2015). In contrast, the disadvantages are often related to the nature of relationships often characterized by the lack of professionalism of family members (Chaudhry and Crick, 2004;Crick et al, 2018) and to the absence of a business strategy or a vision (Legoh erel et al, 2004;Pikkemaat and Zehrer, 2016). Therefore, business development and family history are two related concepts that influence each other.…”

Section: Literature Reviewmentioning

confidence: 99%

Innovative drivers for family business models in tourism

Arcese

Valeri

Poponi

et al. 2020

JFBM

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PurposeThe aim of this paper is to verify whether, in the tourism sector, the “family business model” is an important development opportunity and, in particular, if it is an innovation driver for this industry development. In the literature, there is no conclusive evidence of this for the tourism sector. In this context, the authors investigate personal and family needs and preferences alongside the relationship between family business model, growth and profit maximization and the development of tourism businesses through innovation drivers.Design/methodology/approachTo develop this topic, the authors conducted an extensive literature review considering the scientific papers published and contained mainly in database in the last 10 years (2010–2020) and focused the attention on the last five years. The authors ran content and structural analysis on the collected sources by main scientific databases (EBSCO, Scopus, Thomson Reuter, etc.). Based on a systematic literature review, the analysis was conducted using statistical criteria and bibliometric indicators. In detail, the authors used systematic literature review, bibliometric analysis and automatic text analysis (ATA) tools for identified lexicon analysis and strategic keywords and used statistical correlation to classify the different approaches in the literature and to outline the orientations of the various research groups.FindingsFrom this analysis, the correlation between tourism, hospitality, entrepreneurship, life cycle and innovation dynamics was analysed. Important research gaps are identified, and future research priorities are suggested. Implications for both family business and tourism theory are discussed.Originality/valueWhile the intersection between tourism management and family business model has been established in the literature, the number of related publications is still limited. Against this background, a literature review as a total analysis was an adequate and practicable research methodology. This paper proposes a comprehensive literature review and a reflection on the potential developments and applications for family business in the tourism sector. Authors also suggest several research directions that have not been adequately investigated yet. In particular, scholars do not seem to have caught all the implications of innovation adoption, especially for SMEs and family ownerships in tourism.

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Section: Literature Reviewmentioning

confidence: 99%

Innovative drivers for family business models in tourism

Arcese

Valeri

Poponi

et al. 2020

JFBM

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“…Prior knowledge and experience influence entrepreneurs’ perspectives on marketing actions (Weerawardena et al , 2019; Szabo et al , 2011). In addition to their growth intentions (Crick et al , 2018) and life cycle phase (Foster and Brindley, 2018), the entrepreneurs’ types, such as new venture versus SME entrepreneurs, may influence their marketing approaches. For example, new ventures and high-growth entrepreneurs use intuition to develop suitable marketing strategies that prove no less effective than traditional marketing approaches by larger firms (Maritz et al , 2010; Phua and Jones, 2010).…”

Section: Resultsmentioning

confidence: 99%

Recent developments in entrepreneurial marketing: systematic literature review, thematic analysis and research agenda

Breit,

Volkmann

2023

JRME

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Purpose The developing field of entrepreneurial marketing reflects input from both marketing and entrepreneurship. Since the early 1980s, it has evolved heterogeneously, without a coherent theory, leading to complex scholarly views. Therefore, this literature review aims to shed light on the recent developments, reveal various research perspectives related to entrepreneurial marketing and derive future research avenues. Design/methodology/approach To account for recent scientific contributions and establish a more transparent view of divergent insights, the systematic literature review reported herein covers 207 peer-reviewed journal articles published after the “Charleston Summit” over 12 years (2010–2021) and details their contributions based on descriptive and inductive thematic analysis. Findings First, a descriptive analysis illustrates recent scientific developments indicating that entrepreneurial marketing is a vibrant research field with a continuous increase in publications worldwide and a wide range of research methods applied. Second, the thematic analysis suggests a three-part classification into entrepreneur, business and market perspectives. The authors present the most frequent themes and subthemes within this literature domain, as well as offering a critical assessment of the field that reveals key directions for expanding existing research. Originality/value To the best of the authors’ knowledge, this study is the first comprehensive review systematically examining entrepreneurial marketing literature while conducting an in-depth thematic analysis. It enhances current knowledge of the field by extending previous narrative and bibliographic reviews and discussing research directions. Aside from specific research questions, an alternative way to narrow down the multiple research objects is elaborated by critically debating the perspectives.

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“…Notes 1. Clusters exist in various sectors irrespective of ethnicity like agriculture, wine, retail, and hospitality/ tourism (Chaudhry and Crick, 2004a;Felzensztein et al, 2014;Crick et al, 2018Crick et al, , 2021. However, entrepreneurs' networking practices in different sectors are not restricted to local cluster-based settings and can occur across geographical distances, extending to international market activities (Felzensztein et al, 2019;.…”

Section: Practitioner Implicationsmentioning

confidence: 99%

“…1. Clusters exist in various sectors irrespective of ethnicity like agriculture, wine, retail, and hospitality/tourism (Chaudhry and Crick, 2004a; Felzensztein et al , 2014; Crick et al. , 2018, 2021, 2022).…”

Section: Notesmentioning

confidence: 99%

I'll be there for you: coopetition and competitor-oriented activities among South Asian restaurants in two UK regional clusters

Chaudhry,

Crick,

Crick

2023

IJEBR

Self Cite

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PurposeThis study investigates how a competitor orientation (knowledge of and acting on competitors' strengths and weaknesses) facilitates coopetition activities (collaboration with competitors), within networks of competing micro-sized, independent, family restaurants, owned by entrepreneurs from ethnic minority backgrounds.Design/methodology/approachAn instrumental case study features data collected from interviews with 30 owners (as key informants) of micro-sized, independent, family-owned restaurants, in two urban clusters within the Midlands (UK). Specifically, the context involves restaurants offering South Asian cuisine and where the owner originated from the Indian sub-continent (Bangladesh, India or Pakistan). Secondary data were collected wherever possible. These two clusters (not named for ethics reasons) are highly populated by members of these respective ethnic communities; also, they contain a relatively large number of restaurants offering South Asian cuisine.FindingsA competitor orientation facilitated strong coopetition-oriented partnerships comprised of extended family and intra-community members that helped enhance individual firms' performance, maintained family employment and sustained their cluster. It also helped owners develop subtle counter strategies where weak ties existed, such as via inter-community networks. For example, strategies attracted customers that were not loyal to a particular restaurant, or indeed, sub-ethnic cuisine (within Bangladesh, India or Pakistan, like the Punjab region). Subtle as opposed to outright counter strategies minimised retaliation, since restaurant owners wanted to avoid price wars, or spreading misinformation where the reputation of a cluster may suffer alongside the likely survival of individual businesses within that regional cluster.Originality/valueMixed evidence exists in earlier studies regarding the competitive rivalry in certain sectors where ethnic minority ownership is prominent; not least, restaurants located in regional clusters. However, this investigation considers the notion – what if some of these earlier studies are wrong? More specifically, does certain prior research under-represent the extent that rival entrepreneurs of an ethnic minority origin collaborate rather than compete for mutually beneficial purposes? New evidence emerges regarding ways in which a competitor orientation can influence the performance-enhancing nature of coopetition activities among business owners originating from both intra and inter-ethnic communities.

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Risks/rewards and an evolving business model

Cited by 37 publications

References 82 publications

Innovative drivers for family business models in tourism

Innovative drivers for family business models in tourism

Recent developments in entrepreneurial marketing: systematic literature review, thematic analysis and research agenda

I'll be there for you: coopetition and competitor-oriented activities among South Asian restaurants in two UK regional clusters

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