Advancing Family Business Research: The Promise of Microfoundations

Massis, Alfredo Vittorio De; Foss, Nicolai J.

doi:10.1177/0894486518803422

Cited by 148 publications

(158 citation statements)

References 55 publications

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“…First, it foregrounds strategic identity statements as a means to hand down past values in family firms and to maintain them relevant across generations, and it theorizes how managers can reconcile the opportunity that these values offer with the need to adapt to changing conditions. By doing so, we answer a recent call for research into the “micro‐foundations” of family business strategy (De Massis & Foss, ), illuminating specific historical practices available to family business leaders to use and reconstruct founding family values over time. Providing more precise accounts of the strategic practices through which family firms can reconcile tensions underlying the dual role of the past for adaptation and change, future research can enrich macro‐level explanations of family firms' strategic behaviors and performance.…”

Section: Discussionmentioning

confidence: 98%

Dealing with revered past: Historical identity statements and strategic change in Japanese family firms

Sasaki

Kotlar

Ravasi

et al. 2019

Strategic Management Journal

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Research Summary This paper examines how strategy‐makers attempt to reconcile change initiatives with organizational values and principles laid out long before, still encased in strategic identity statements such as corporate mottos and philosophies. It reveals three discursive strategies that strategy‐makers use to establish a sense of continuity in time of change: elaborating (transferring part of the content of the historical statement into a new one), recovering (forging a new statement based on the retrieval and re‐use of historical references), and decoupling (allowing the co‐existence of the historical statement and a contemporary one). By so doing, our study advances research on uses of the past, establishes important linkages between identity and strategy research, and enhances our understanding of the intergenerational transfer of values in family firms. Managerial Summary Crafting a new corporate philosophy or mission statement can help implement strategic change, but can also be experienced as a disruption in people's sense of “who we are” as an organization. This paper reveals a variety of strategies that managers can use to deal with the tension between promoting change and maintaining a sense of continuity with a distant, revered past. By doing so, it helps managers confronting these issues deal with the enabling and constraining effects of the past. While this is a more general challenge for organizations with historical legacies, it is a particularly delicate issue for family firms grappling with the need to transfer values from one generation to the next, while retaining flexibility to change and adapt over time.

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Section: Discussionmentioning

confidence: 98%

Dealing with revered past: Historical identity statements and strategic change in Japanese family firms

Sasaki

Kotlar

Ravasi

et al. 2019

Strategic Management Journal

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“…Our research thus extends family firm succession literature by applying the dynamic capabilities approach. Succession is a topic dealt with by several scholars, despite which there is still a need to theoretically and empirically locate the proximate causes at the micro-level of analysis [88].…”

Section: Discussionmentioning

confidence: 99%

“…As stated, one of the open questions in family firm research involves understanding what role parental behavior plays in the next generation's willingness to join the family firm [88]. Theoretically, authors have recognized the importance of specifically transferring incumbent family firm member knowledge in order to generate successors' learning over time in a non-linear and simple fashion, taking into account other internal and external factors that affect successors' capabilities.…”

Section: Discussionmentioning

confidence: 99%

Parents’ Learning Mechanisms for Family Firm Succession: An Empirical Analysis in Spain through the Lens of the Dynamic Capabilities Approach

et al. 2020

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Succession is a concern for most family firms. The literature has addressed succession in family firms from different perspectives. However, there are still unaddressed questions concerning the microfoundations of succession, and there is a need to secure a better understanding of the succession process and what role parents play therein. Using the dynamic capabilities approach, we shed light on the influence of parents’ behaviors on successors’ intentions. In particular, the paper pursues a twofold aim; first, to analyze the effect of learning mechanisms that parents deliberately use with their children in the family firm on the succession dynamic capability; and second, to explore the impact of this dynamic capability of successor intention to continue in the family firm. We test the model on a sample of potential successors of family firms in Spain. Using partial least squares (PLS) for a sample of 9146 individuals, we confirm the positive impact of the use of parents’ deliberate learning mechanisms on succession dynamic capability and, in turn, the positive effect of the created succession dynamic capability on the successor’s intention to continue the family firm. Furthermore, we find that perceived self-efficacy fails to have any effect on successor intention.

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“…A több évtizedes, gazdag kutatási eredmények alapján (Anderson & Reeb, 2004;Gómez-Mejia, Haynes, Nunez-Nickel, Jacobson, & Moyano-Fuentes, 2007;Holt, Pearson, Carr, & Barnett, 2017) elfogadott, hogy a család általánosságban pozitív hatást gyakorol a cég teljesítményére (Pindado & Requejo, 2015). Azonban azok a folyamatok, amelyek révén ez a befolyás tényleges pozitív hatásra bontható, összetettek (Audretsch, Hülsbeck, & Lehmann, 2013), és még nem ismerjük őket a maguk teljességében (De Massis & Foss, 2018).…”

Section: Cikkek Tanulmányokunclassified

Fontos, hogy mi családi cég vagyunk?” – családi vállalkozási identitás és teljesítmény

Wieszt

2020

Veztud

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A negyedik ipari forradalomnak nevezett gazdasági és társadalmi átalakulás alapját azon változások adják, amelyek a digitalizációra, valamint a vállalati értékteremtő folyamatokból származó adatok széles körű megosztására épülnek (Nagy, 2019). Ezen technológiai változások kapcsán értékelődött fel a termelési és szolgáltatási egységek kulturális önazonossága, a közös identitás megléte. Hiszen ez fontos feltétele annak, hogy az alkalmazott digitális technológiák és eljárások, valamint a nagyszámú, mindenki által hozzáférhető adat valóban a hatékonyság, A családi vállalkozási identitás fogalma, mint a családi és a céges identitás integrációja olyan elméleti eszközt kínál, amellyel jobban megérthetjük, hogy a családi jelenlét milyen hatást gyakorol a cég életére. Elméleti és gyakorlati jelentősége ellenére a családi hatás, a családi vállalkozási identitás és a cég teljesítménye közti feltételezett kapcsolatot eddig empirikusan még nem igazolták. A cikk 250 magyarországi családi KKV mintáján teszteli ezt a feltételezett összefüggést korrelációs, lineáris és logisztikus regressziós, valamint instrumentális változó elemzés segítségével. Az eredmények azt mutatják, hogy nincs általános, egymást erősítő kapcsolat a fenti három fogalom között. A vállalat magasabb gazdálkodási teljesítménye sem fokozza a családi vállalkozási identitást. Egyedül a családon belüli utódlási szándék és a gazdálkodási teljesítmény között figyelhető meg gyenge erősségű összefüggés, ahol a családi vállalkozási identitás közvetítő szerepet játszik. A cikk áttekinti a lehetséges elméleti és gyakorlati következtetéseket. Kulcsszavak: családi vállalkozás, szervezeti identitás, családi vállalkozási identitás, családiságThe concept of family firm identity, as the integration of family and firm identity offers a powerful theoretical tool which can increase our comprehension regarding how the presence of family owners can exert an impact on firm's life. Despite its theoretical and practical importance, the assumed relationship between the influence of family in the firm, family firm identity and firm performance lacks empirical validation. This paper tests these relationships on a sample of 250 Hungarian SMEs by correlation, with linear and logistic regression calculations and instrument variable analysis. Results show that there is no general enhancing, positive connection between FFI and business performance, and family influence and FFI. Findings also suggest that higher company performance does not reinforce FFI either. A weak relationship has been observed only between succession intentions and performance, where FFI plays a mediatory role. The paper concludes with a discussion of possible theoretical and practical implications.Keywords: family firm, organizational identity, family firm identity, familiness Finanszírozás/Funding: A szerző a tanulmány elkészítésével összefüggésben nem részesült pályázati vagy intézményi támogatásban. The author did not receive any grant or institutional support in relation with the preparation of the study. Köszönetny...

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Advancing Family Business Research: The Promise of Microfoundations

Cited by 148 publications

References 55 publications

Dealing with revered past: Historical identity statements and strategic change in Japanese family firms

Dealing with revered past: Historical identity statements and strategic change in Japanese family firms

Parents’ Learning Mechanisms for Family Firm Succession: An Empirical Analysis in Spain through the Lens of the Dynamic Capabilities Approach

Fontos, hogy mi családi cég vagyunk?” – családi vállalkozási identitás és teljesítmény

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