A growing body of research is concerned with how family businesses achieve competi ti ve advantage, yet unique qualiti es that disti nguish family fi rms and nonfamily fi rms are someti mes overlooked. In our study, we argue that socioemoti onal wealth (SEW) may trigger or limit family fi rms' strategic initi ati ves that ulti mately shape their competi ti ve advantage. Therefore, in our study of 193 Polish family fi rms, we investi gate how (SEW) and a fi rm's competi ti ve advantage are associated with a family fi rm context. Our research results reveal that, indeed, (SEW) and competi ti ve advantage are parti ally associated and SEW can be regarded as an important strategic antecedent to fi rm performance.
The paper investigates the relationship between entrepreneurial orientation and sustainable firm performance with the mediating role of innovation output in family and non-family businesses in the post-transition economy. In order to analyze these relationships, quantitative research on a sample of 322 Polish organizations was conducted. The research results show a few differences between family and non-family businesses concerning the influence of entrepreneurial orientation on innovativeness and sustainable organizational performance. Moreover, the study reveals the critical role of the proactiveness dimension in shaping long-term firm performance.
Purpose: The objective of the article is to explain mutual relationships between paradox mindset, slack resources, and organizational creativity in family and non-family businesses. The paper focuses on identifying similarities and differences between these two types of organizations. Design/methodology/approach: To investigate the relationships of our paper, we conducted empirical quantitative research on the sample of 343 Polish family and non-family businesses. The data were gathered in the fall of 2019. To assess the differences between family and non-family companies, we followed the recommendations of SEM multigroup analyses; thus, two estimations were made for every model – one where relationships between variables were restricted, and one where variables were unrestricted. Findings: We conclude that slack resources, financial and material, in particular, explain the variability of organizational creativity (operationalized in two dimensions: as creative novelty and as creative usefulness) to a great extent in both types of organization. At the same time, the paradox mindset leads to increased creative novelty in family businesses while it is unimportant in their non-family counterparts. Overall, the differences between the models of determinants of organizational creativity in family and non-family firms are not statistically significant in the present study. Research limitations/implications: The research results prove that slack resources are a necessary condition of organizational creativity in both family and non-family businesses. We believe that future research on the determinants of organizational creativity dimensions in family and non-family firms should consider more determinants, including organizational culture, strategy, mission, resource availability, organizational learning, and change management. Originality/value: The contribution of our study lies in developing the paradox mindset theory by conducting an analysis at the level of the entire organization, which has not attracted the attention of researchers so far. This study also provides arguments for the validity of the conceptualization and measurement of the paradox mindset in a one-dimensional approach.
Współczesnym zadaniem zarządzania strategicznego jest poszukiwanie źródeł tworzenia wartości. Upatruje się ich w dynamicznych zdolnościach, unikatowym modelu biznesu, innowacjach, potencjale strategicznym organizacji czy przedsiębiorczości organizacyjnej. Niniejszy artykuł wychodzi z założenia, że pierwotnym źródłem tworzenia wartości jest twórczość organizacyjna jako podstawa do pozostałych procesów, mechanizmów i wyników. Stąd skupiono się na czterech klasycznych modelach: twórczości organizacyjnej, otoczenia miejsca pracy, modelu interakcjonistycznym oraz modelu twórczego działania indywidualnego. Artykuł jest wynikiem projektu naukowego pt. „Tworzenie i przechwytywanie wartości w organizacjach przedsiębiorczych”, finansowanego przez NCN (grant nr 2015/17/B/HS4/00935).
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