A Research Proposal to Examine Entrepreneurship in Family Business

Durán-Encalada, Jorge A.; Martín-Reyna, Juan Manuel San; Montiel-Campos, Héctor

doi:10.7341/2012834

Cited by 7 publications

(5 citation statements)

References 67 publications

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“…Although the theorists must consider the eight stages of Dubin's methodology as an effective bet to build theories, it is important to mention that theory building and empiric research are generally considered as different stages within a research program, so each one of them requires different efforts to be conducted. Previous documents have already highlighted the usefulness of Dubin's (1978) method, by approaching different theoretical proposals (Conbere, 2001;Ardichvili, Cardozo and Ray, 2003;Lynham, 2002;Durán, San Martin and Montiel, 2012).…”

Section: Dubin's Methodology To Theorizementioning

confidence: 99%

Towards a Theory for Strategic Posture in New Technology Based Firms

Campos¹,

Atondo²,

Quintero³

2014

Journal of Technology Management & Innovation

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This paper elaborates a theory from the existing literature on subjects about entrepreneurship, strategy and innovation. Dubin's methodology approach is used in order to develop a theory that helps better understand the strategic posture adopted by a New Technology Based Firm in its competitive environment. The theory proposes the competitive context conditions as precedents of the dominant logic and the technology strategy, which, in turn, influence in the competitive behavior adopted by the new firm. An Entrepreneurial Orientation by the new firm, combined with very particular dynamic capabilities, improve the firm's performance. From the achieved performance, a feedback process to the strategic stance initiates. In addition to the theory, interaction laws, a set of propositions, as well as suggestions for future research projects are presented.

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Section: Dubin's Methodology To Theorizementioning

confidence: 99%

Towards a Theory for Strategic Posture in New Technology Based Firms

Campos¹,

Atondo²,

Quintero³

2014

Journal of Technology Management & Innovation

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“…The resources and capabilities are human capital, social capital, patient capital, survivability capital, governance structure and networks. The diversification of a firm is enhanced when such firm depends on social network like all other resources and capabilities (Chuairuang, 2013;Duran-Encalada, Martin-Reyna, & Montiel-Campos, 2012;Ozkan-Canbolat, 2014;Oliveira, 2014;Premaratne, 2002).…”

Section: Resource-based Viewmentioning

confidence: 99%

The Role of Social Network in Family Business Diversification: Evidence from South Eastern Nigeria

Agbim¹,

Igwe

2019

IJIKM

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Aim/Purpose: This study seeks to investigate if participation in business association’s programs through the traditional and new media platforms influences family businesses in South Eastern Nigeria to diversify into similar or different businesses. Background: Before the advances in information and communication technology, businesses were carried on via the traditional media. The application of these advances has changed the way business communications and transactions are conducted globally in both family and non-family businesses. Businesses are adapting to today’s turbulent environment by opening similar or different businesses in the same or different locations that are hinged on the traditional and new media platforms. Nigerians are largely involved in social network through the traditional (face-to-face contact) and new media (e.g., Facebook, WhatsApp, Twitter, YouTube and Instagram). Moreover, in spite of the commonplaceness of family businesses in Nigeria, these businesses still experience weak diversiﬁcation, bankruptcy and loss of socio-emotional wealth. Consequent upon the foregoing, this paper specifically investigates if involvement in social network via the traditional media (i.e., participation in business association’s meetings, workshops, seminars) and the new media (i.e., participation in the business association’s interactive sessions on trending business issues through the association’s online social platform like WhatsApp, Twitter), influence family businesses in South Eastern Nigeria to diversify into similar or different businesses. Methodology: The study adopted a qualitative methodology. The qualitative data were generated via interview involving 30 purposively selected businesses from South Eastern Nigeria. This comprises 15 family businesses each that have respectively adopted related and unrelated diversification strategies. Two respondents (i.e., the business owner and a top level manager) each were drawn from the selected businesses. In all, 60 respondents were interviewed. Since the unit of analysis is the family business, the interview transcriptions from all the respondents were subjected to thematic content analysis on the basis of the family businesses. Contribution: Active involvement and participation in all the meetings, discussions, workshops and seminars of the social network via the traditional and new media platforms facilitates the adoption of related or unrelated diversification in family businesses. Moreover, the adoption of similar social network platforms like WhatsApp and Twitter in all the relationships among and between employees and managers, and the transactions of the businesses is one of the key factors for achieving successful related or unrelated diversification in family businesses. Findings: In spite of the risky nature of the business environment, the adoption of related diversification strategies is significantly influenced by resources such as business consultancy services garnered through the traditional and new media platforms of the social network. Also, family businesses that are actively involved in a social network where the actors interact through the traditional and new media are influenced by the resources acquired to consider adopting unrelated diversification. These resources include: better understanding of the nature of business challenges, environments and experiences; and different lines of businesses. Thus, the traditional and new media platforms are complementary in their roles. Recommendations for Practitioners: Family business owner-managers could use the findings to develop related or unrelated strategies for diversifying into existing or new markets. This can be through the localization of manufacturing plant, improvement of product packaging, sitting of sales outlet closer to the consumers, introduction of lower prices for products/services, introduction of new and better ways of service delivery, or development of more compelling promotion strategies. Recommendation for Researchers: As a veritable guide, this study could guide future researchers in the formulation of their objectives, selection of instrument for data collection and respondents, and adoption of method of data analysis. Impact on Society: Successful diversification suggests the establishment of new or more businesses. Consequently, these new or more family businesses are expected to translate to more employment opportunities and by extension reduction in unemployment and poverty rates in the society. Future Research: Further studies should be carried out to enhance the development of family businesses, contribute to the existing literature and ensure the generalization of the findings.

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“…The resources and capabilities are human capital, social capital, patient capital, survivability capital, governance structure and networks. According to the resource-based view, the capabilities of a firm confer upon it the resources to develop (Chuairuang, 2013;Duran-Encalada, Martin-Reyna, & Montiel-Campos, 2012).…”

Section: Resource-based Viewmentioning

confidence: 99%

Social Network and Family Business Internationalization in South Eastern Nigeria

Agbim

Johnny

2018

Journal of Accounting, Business and Finance Research

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Social network relationships through social associations, clubs and social networking platforms are known to facilitate family business internationalization. However, this has not been empirically brought to the fore with respect to the family businesses in Nigeria. Owing to the commonplaceness of social networks and family businesses in South Eastern Nigeria and their involvement in cross border business, this study seeks to examine the effect of social network on the internationalization of family businesses in the zone. The study adopted survey design. Proportionate stratified random sampling and simple random sampling techniques were employed to determine the sample size. The generated data via questionnaire were analyzed using linear regression. The results show that the effect of social network on family business internationalization is significant and positive. The study therefore lends itself as a veritable empirical evidence and support to the Uppsala Internationalization Process Model. To promote cross border business, the researchers recommends the sensitization of family business founder/CEOs or descendant/CEOs on the need to belong to both national and international social associations. This social relationship has the potential of: fostering in founder/CEOs the use of social network platforms for communication; exposing the founder/CEOs to international business knowledge/experience; and linking founder/CEOs to foreign partners, investors, funds, facilities and markets.

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A Research Proposal to Examine Entrepreneurship in Family Business

Cited by 7 publications

References 67 publications

Towards a Theory for Strategic Posture in New Technology Based Firms

Towards a Theory for Strategic Posture in New Technology Based Firms

The Role of Social Network in Family Business Diversification: Evidence from South Eastern Nigeria

Social Network and Family Business Internationalization in South Eastern Nigeria

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