The Role of Behavioral Strategic Controls in Family Firm Innovation

Hsu, Lin-Ching; Chang, Hae‐Ching

doi:10.1080/13662716.2011.604474

Cited by 65 publications

(39 citation statements)

References 65 publications

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“…Studies have focused on investigating whether family influence -measured in terms of family ownership and management -is negatively or positively related to innovation propensity, most often in a dichotomous comparison with nonfamily firms. These studies have reported contradictory results: Some studies report a positive relationship between family influence and innovation (Gudmundson et al, 2003;Hsu & Chang, 2011;Llach & Nordqvist, 2010) as well as entrepreneurial activities in general (Zahra, 2005;Zahra, Neubaum, & Huse, 2000). Other studies find a negative relationship between family influence and innovation (e.g., Block, 2012;Chen & Hsu, 2009;Chin, Chen, Kleinman, & Lee, 2009;Czarnitzki & Kraft, 2009;Munari, Oriani, & Sobrero, 2010;Muñ oz-Bulló n & Sanchez-Bueno, 2011).…”

Section: Innovation In Family Firmsmentioning

confidence: 85%

Innovation activities during intra-family leadership succession in family firms: An empirical study from a socioemotional wealth perspective

Hauck

Prügl

2015

Journal of Family Business Strategy

179

170

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Section: Innovation In Family Firmsmentioning

confidence: 85%

Innovation activities during intra-family leadership succession in family firms: An empirical study from a socioemotional wealth perspective

Hauck

Prügl

2015

Journal of Family Business Strategy

179

170

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“…The founder's vision and values (Garcìa-Alvarez and Lòpez-Sintas, 2001) are imprinted in and adopted by the second generation. This assures a sense of "stable" change and long-term strategic criteria (Hsu and Chang, 2011). The founder's values help identify the knowledge to acquire, the problems to solve, the ideas to focus on.…”

Section: Discussionmentioning

confidence: 99%

How family firms execute open innovation strategies: the Loccioni case

Casprini

Massis

Minin

et al. 2017

JKM

112

104

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Purpose This paper aims to shed light on how family firms execute open innovation strategies by managing internal and external knowledge flows. Design/methodology/approach First, through a comprehensive literature review, the paper identifies the barriers to the acquisition and transfer of knowledge in open innovation processes. Second, it presents and discusses the results of an exploratory case study on Loccioni, an Italian family firm providing high-tech measurement solutions, highlighting how this family firm managed to overcome the barriers in executing an open innovation strategy. Findings The case study shows that Loccioni faced specific challenges in acquiring and transferring knowledge in its open innovation processes and developed two idiosyncratic capabilities – labelled imprinting and fraternization – that helped the firm overcome the barriers to knowledge acquisition and transfer. The analysis shows that these two capabilities are enabled by the distinctive goals and social capital characterizing family firms. Originality/value The paper creates a link between open innovation and family business research with an empirically grounded model illustrating how the idiosyncratic capabilities of a family firm help overcome the critical barriers to the acquisition and transfer of knowledge in executing an open innovation strategy.

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“…Finally, some studies explore specific family‐related variables that influence non‐family related variables (e.g. Hsu and Chang ) or family‐related variables (e.g. Filser et al .…”

Section: An Integrative View Of Ff Innovationmentioning

confidence: 99%

“…Four other studies look at the interactions between family ownership and innovation, analysing two different types of relationships. Based on social capital theory, Hsu and Chang () observe that family ownership is positively related to the use of behavioural strategic control, which in turn has a positive effect on firm innovation. Similarly, Sanchez‐Famoso 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 Role of Behavioral Strategic Controls in Family Firm Innovation

Cited by 65 publications

References 65 publications

Innovation activities during intra-family leadership succession in family firms: An empirical study from a socioemotional wealth perspective

Innovation activities during intra-family leadership succession in family firms: An empirical study from a socioemotional wealth perspective

How family firms execute open innovation strategies: the Loccioni case

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

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