Human capital in family businesses: Focusing on the individual level

The Guidelines for Management of Community Enterprises: A Case Study of Don Chang Sub-district, Khon Kaen Province, Thailand

“…However, it is not only knowledge that is important, but individual attitude and motivation are also related to business success (Dawson, 2012). For sustainable development, community enterprises should revise their concepts by producing for sale in niche markets, looking to customers who need handmade products, and the raw materials of production should come from the natural resources in their area, because it is cheaper to buy local materials.…”

Family business and regional development—A theoretical model of regional familiness

“…As a system, the family is responsible for caring about developing its members' human capital and knowledge based on cultural, social, and human transmission of knowledge from parents to children (Becker, 1964). Extending this argument, the family firm represents an important context for family members through which specific knowledge, skills, abilities, individual attributes, and motivations (Dawson, 2012) are transmitted (Cabrera-Suá rez, De Saá -Pé rez, & García-Almeida, 2001), all of which represent key aspects of firm survivability (Colli, 2012). However, this human capital transmission is also extended to the non-family workforce in family firms.…”

“…First, family firms create and develop human capital (i.e., structural, behavioral, and cognitive) (Dawson, 2012) because of the interrelationship between family and firm systems through common past, experience, and socialization processes. Second, due to family firms' intrinsic connection with the local community and the path dependency of actors who are regionally embedded, family members and other regional actors share similar representations and interpretations that can be characterized by common mental frameworks.…”

The Direct and Indirect Factors on Affecting Organizational Sustainability

“…Nevertheless, several factors are an important influence on competitive advantage, although they were studied only one or two times during the same period, such as organizational culture (Dawson, 2012), brand management (Santos-Vijande, Río-Lanza, Suárez-Álvarez, & Díaz-Martín, 2013), customer relationship management (CRM) (Phan & Vogel, 2010), and technology systems (Chen & Chen, 2009), and so on. The reason is that an organizational culture influences employees, organizations and marketing management (Lund, 2003).…”

“…HC is regarded as the key source of competitive advantage for companies (Bowman & Tomes, 2010). Family businesses also focus on HC, because their HC is most likely to be an important factor in maintaining their competitive advantage, and the HC of family members is more unique and complex than that of non-family members (Dawson, 2012).…”