Incorporating the family dynamic into the entrepreneurship process

Abstract

This research furthers our understanding of the interaction between the fields of entrepreneurship and family business. It presents a framework that introduces the family dynamic to Timmons’ driving forces model of entrepreneurship. The framework highlights the influence of the family in the entrepreneurship process and the importance of the fit among the three driving forces and the family. It highlights the importance of, and the pivotal roles played by, outside boards of directors when entrepreneurial activities are undertaken by family businesses. Using extracts from interviews with family and non‐family executives and board members, the research employs a single case study that describes an actual series of events to provide a practical application of the theory.

Clarifying the strategic advantage of familiness: Unbundling its dimensions and highlighting its paradoxes

“…As such, familiness is one of the intangible factors that make the family business different to their corporate equivalents, and can be a point of difference that contributes to competitive advantage. Conversely it can have a stifling effect and inhibit growth (Craig & Lindsay, 2002). Specifically, Habbershon, Williams and McMillan (2003) propose that familinessrelated resources and capabilities can present both a source of advantage as well as a source of disadvantage to the firm.…”

Innovation in family firms: an empirical analysis linking organizational and managerial innovation to corporate success

“…Family firm research as a scholarly field is still considered to be in its early stages (Craig and Lindsay 2002). Litz (1995) calls family firms one of the most consistently overlooked organizational phenomena.…”

Empreendedorismo Em Empresas Familiares: A Pesquisa Atual E Os Desafios Futuros

“…De um lado, tem-se a influência da família sobre o empreendedorismo (Pistrui, Welsch, & Roberts, 1997;Craig & Lindsay, 2002;Aldrich & Cliff, 2003;Klyver, 2007;Jennings, Breitkreuz, & James, 2013;Powell & Eddleston, 2013), estruturada a partir da busca pela verificação do papel de influência da família no comportamento empreendedor, na propensão ao empreendedorismo e no próprio processo empreendedor, envolvendo elementos sintetizados pela análise das origens dos negócios familiares, e não de seu desenvolvimento posterior. De outro, verifica-se a associação entre empreendedorismo e sucessão, convergindo em um tipo de empreendedorismo intergeracional e/ou transgeracional (Steier, 2001;Fletcher, 2004;Salvato, Chirico, & Sharma, 2010;Laspita, Breugst, Heblich, & Patzelt, 2012;Zellweger, Nason, & Nordqvist, 2012;Nordqvist, Wennberg, Bau, & Hellerstedt, 2013;Welsh, Memili, Rosplock, Roure, & Segurado2013), marcada pela ação empreendedora de sucessores, em que processos de criação de novos negócios e inovações são relacionados a mudanças na gestão dos empreendimentos antes e/ou depois da passagem do bastão ou ainda associadas ou não à sucessão patrimonial.…”