Family Firms, Alliance Governance and Mutual Knowledge Creation

Bouncken, Ricarda B.; Hughes, Mathew; Ratzmann, Martin; Cesinger, Beate; Pesch, Robin

doi:10.1111/1467-8551.12408

Cited by 40 publications

(51 citation statements)

References 113 publications

(207 reference statements)

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“…However, users of coworking spaces are influenced by some general rules of the space even though they mainly follow individual targets. The social context, its informal character, the processes, values, and norms of interaction in coworking spaces will develop some mutual models of behavior especially because of the direct interaction and colocation (Bouncken et al 2020d). Reproduction of a specific solutions is strong when social ties are dense and rarely virtual, crossing spatial distance (Carley 1989;Feld 1991).…”

Section: Autonomy But Communitymentioning

confidence: 99%

Entrepreneurship of an institutional field: the emergence of coworking spaces for digital business models

2020

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Coworking spaces have been proliferating world-wide in urban and rural areas while facilitating entrepreneurship and new, especially digital business models. Our research analyzes the worldwide expansion by drawing upon mechanisms from institutional theory. We argue that the sense of community, emotional activation, the local communities together with the digital linkages and the open office allowed coworking spaces to evolve as a real space for entrepreneurship. The common lifestyle and the high digital identity of the users further explain the emergence of this entrepreneurship field that shows high convergent forms of coworking spaces. The key divergence comes with different ownership models.

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Section: Autonomy But Communitymentioning

confidence: 99%

Entrepreneurship of an institutional field: the emergence of coworking spaces for digital business models

2020

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“…The non-family members subsystem and external environment are perceived as richer in skills and capacities for good performance (Bettinelli, 2011 ; Tabor et al, 2018 ). Family firms rely on high levels of trust for the creation of knowledge with allies (Feranita et al, 2017 ; Bouncken et al, 2020 ). In general terms, non-family members seem to have dissimilar levels of shared vision and trust (Tabor et al, 2018 ).…”

Section: Discussionmentioning

confidence: 99%

Unraveling the Role of Shared Vision and Trust in Constructive Conflict Management of Family Firms. An Empirical Study From a Mixed Methods Approach

et al. 2021

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Family firms are a unique setting to study constructive conflict management due to the influence of family ties of the owning family imprinting a sense of common purpose and shared destiny, and high levels of trust. We study the relationship between shared vision and trust that intervene in the adoption of constructive conflict management. To achieve our purpose, we carried out a systematic indirect observation using a mixed methods approach. We used the narratives of 17 semi-structured interviews, audio-recorded and transcribed, of family and non-family managers or directors from five Spanish family firms in the siblings' partnership stage, combined with documentary data obtained from different sources. Intra- and inter-observer reliability were confirmed. Results show a dynamic relationship between shared vision and specific components of trust (benevolence and ability) at different levels of conflict management. We also provide evidence of specific processes of concurrence-seeking and open-mindedness in family and ownership forums accounting for the relevance of family governance in these type of organizations. Family firms are a sum of several subsystems which exhibit a particular resources configuration. This study sheds light on constructive conflict management in family firms opening interesting avenues for further research and offering practical implications to managers, owners, and advisors.

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“…Knowledge creation suffers when family firms encounter complete contracts tied to attempts at high levels of trust. The negative interaction effect is robust for non‐owner‐run family firms (Bouncken et al, 2020 ).…”

Section: Knowledge Management Processes As Adaptive Capabilities Of Family Firms: Professionalization and Successionmentioning

confidence: 99%

Family Business Adapting a New Digital-Based Economy: Opportunities and Challenges for Future Research

et al. 2022

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Firms need to transform dramatically to maintain their operations and survive. The pandemic has shown how family businesses (FBs) are solving complex problems faster than non-family. They have demonstrated the flexibility to transform and adapt because of their closeness to the firm’s processes and management and their social network inside and outside organizations that allow them to respond quickly to market needs based on a fast-making decisions process. FBs’ knowledge, which is embedded in their values, making decisions process, and remaining for generations, requires resilient and robust management. The relationship between family values and FB management differentiates by their complexity and generational aspect. These relations demonstrate that personal values can influence professionalization, succession, and innovation processes. In this regard, there is a lack of research to understand the findings, practices, and processes associated with managing the knowledge flows through which FBs execute innovation strategies and to build on professionalization and succession capabilities that could provide different avenues of innovation and adaptation for dealing with turbulent and uncertain times. This editorial intends to provoke discussion on what we know about family businesses and how they face different challenges in a complex world to survive. FBs must develop adaptive strategies and strengthen crucial processes to generate a competitive and sustainable advantage. Knowledge management provides models and tools to reinforce tacit knowledge management’s relevance in the professionalization and succession processes. Knowledge management becomes critical in an era in which uncertainty seems to be permanent.

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Family Firms, Alliance Governance and Mutual Knowledge Creation

Cited by 40 publications

References 113 publications

Entrepreneurship of an institutional field: the emergence of coworking spaces for digital business models

Entrepreneurship of an institutional field: the emergence of coworking spaces for digital business models

Unraveling the Role of Shared Vision and Trust in Constructive Conflict Management of Family Firms. An Empirical Study From a Mixed Methods Approach

Family Business Adapting a New Digital-Based Economy: Opportunities and Challenges for Future Research

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