A Thematic Analysis of Cultural Variations in Family Businesses: The CASE Project

Gupta, Vipin; Levenburg, Nancy M.

doi:10.1177/089448651002300205

Cited by 83 publications

(26 citation statements)

References 26 publications

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“…Therefore, we suggest replicating our study in countries such as the UK, which has a less distinctive corporatist culture, as well as Denmark or Sweden, which exhibit more pronounced corporative norms. Furthermore, the boundaries between the owner family and the family firm are moderately regulated in the Swiss context (Gupta & Levenburg, 2010). The interplay among fit, perceived control, and openness for innovation might hence be more pronounced compared with that in family firms in more strongly regulated institutional contexts.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

“…Since our focus lies on family firms and their peculiarities in the selection process, we needed to find an institutional context that was not dominated by a pure market logic (which might place too much attention on complementarity issues) but, equally, was not dominated by a pure family logic (which might place similarity considerations at the fore) (see Cardinal et al, 2017). In this regard, moderately regulated regions, such as Switzerland, should provide an appropriate context for finding a balanced view between the family and the business for selection logics and mechanisms of how selection takes place (see the CASE project, Culturally sensitive Assessment Systems and Education, Gupta and Levenburg, 2010).…”

Section: Data Collectionmentioning

confidence: 99%

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The role of similarity and complementarity in the selection of potential partners for open innovation projects in family firms

et al. 2022

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Despite the increasing importance of open innovation endeavors, the process by which firms select partners for open innovation is not well understood. Even less is known about how family firms, which are characterized by their resource scarcity and desire for control, handle these processes. We aim to address this gap in the literature by investigating this selection process using a qualitative approach. Our findings are based on data gathered in 53 interviews from ten case studies and expert interviews, as well as secondary data. We find that, in order to engage in collaboration, family firms must manage their perceptions of the similarities and complementarities between themselves and their potential partner and integrate these into an accepted level of anticipated fit. During the selection phase, the elements of fit are weighed in light of the openness of the given firm and preferred levels and mechanisms of control, which are influenced by the family in the family firm. If the fit is deemed sufficient to enter into a partnership, the partnership is then advanced to the collaboration phase, where anticipated fit is translated into experienced fit, and aspects of similarity and complementarity are reassessed; this may potentially end existing partnerships, feeding back to future evaluations of fit and accordingly influencing future partnerships.

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Section: Limitations and Future Researchmentioning

confidence: 99%

Section: Data Collectionmentioning

confidence: 99%

The role of similarity and complementarity in the selection of potential partners for open innovation projects in family firms

et al. 2022

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“…Our sample was limited to Western Austria, which is characterised by a (3) and (4) 2.41 0.02 specific institutional and cultural context that is driven by established family SMEs, particularly in the rural mountainous regions. There is evidence that institutional and cultural contexts might influence family firm behaviour and also form EO (Gupta and Levenburg, 2010;Howorth et al, 2010;Lee and Peterson, 2000;Wales et al, 2019). It would be especially interesting to investigate stewardship behaviour in emerging economies, as most research concentrates on developed economies in Western countries.…”

Section: Discussionmentioning

confidence: 99%

Entrepreneurial Leadership in Austrian Family SMEs: A Configurational Approach

Ströbl

Kallmuenzer

Peters

2022

International Small Business Journal: Researching Entrepreneurs

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This article explores the role of stewardship practices related to entrepreneurial leadership in turning entrepreneurial orientation (EO) into family firm performance while considering its environmental context. Family business research has not fully investigated how the EO–financial performance relationship depends on configurations of internal and external factors which establish strategic fit. We argue that family firms can overcome the often-highlighted paternalism-entrepreneurship paradox by employing stewardship practices related to entrepreneurial leadership (internal factor), which in turn can help them leverage strategic fit between EO and dynamic environments (external factor). The results of a survey of 162 Austrian small and medium-sized family enterprises (family SMEs) show that family SMEs can only profit from EO under certain configurations of internal and external factors. Employing stewardship practices related to entrepreneurial leadership turns out to be an efficient and necessary condition for transforming EO into performance. Environmental dynamism is, furthermore, a double-edged sword facilitating and impeding the transformation of EO into performance. These findings contribute to existing research by shedding light on the role of stewardship practices in establishing strategic fit in entrepreneurial family firms.

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“…So EO can be seen as a pivotal issue for Brazilian family businesses' survival and sustainability. In addition to that, prior studies in Latin America and Brazil also suggest that a family business' culture is distinctive and might largely explain family business heterogeneity (Frezatti, Bido, Mucci, & Beck, 2021;Gupta & Levenburg, 2010), which characteristics have implications on different outcomes such as governance strategies, strategic orientations, and initiatives (i.e., risk-taking, innovativeness), as well as the performance of those firms. Our study also adds to this discussion by investigating the consequences of SEW intention and the family business generational stage; however, these topics deserve further research.…”

Section: Eo_risk-takingmentioning

confidence: 98%

Socioemotional Wealth and Entrepreneurial Orientation in Different Family Businesses’ Generational Stages

Mucci,

Beck,

Ferrari

2022

BAR, Braz. Adm. Rev.

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This study investigates the association between SEW and EO, considering the moderating role of the generation that is involved in family businesses, considering that EO might benefit from the entrepreneurial and affective attitudes of the first generations. We collected a survey with a final sample of 107 family firms from the textile and clothing manufacturing industry in Brazil. As data analyses, we employed variance-based structural equation modeling using SmartPLS. Our results provide evidence that SEW is positively associated with EO's three dimensions: innovativeness, proactiveness, and risk-taking; however, we only found a moderation effect of the generational stage for the relationship between SEW and innovativeness and risk-taking. We show that a high SEW effect on risk-taking is stronger for family firms in later generations than first generations. For higher levels of innovativeness, the level of SEW seems to be relevant only for later-generation family firms. We contribute to the literature on EO antecedents focusing on SEW and the differences in the generational stages. This study also provides insights into how family firms can nurture EO during different generational stage developments, considering family-centric nonfinancial goals.

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A Thematic Analysis of Cultural Variations in Family Businesses: The CASE Project

Cited by 83 publications

References 26 publications

The role of similarity and complementarity in the selection of potential partners for open innovation projects in family firms

The role of similarity and complementarity in the selection of potential partners for open innovation projects in family firms

Entrepreneurial Leadership in Austrian Family SMEs: A Configurational Approach

Socioemotional Wealth and Entrepreneurial Orientation in Different Family Businesses’ Generational Stages

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