Knowledge sharing and technological capabilities: The moderating role of family involvement

Zahra, Shaker A.; Neubaum, Donald O.; Larrañeta, Bárbara

doi:10.1016/j.jbusres.2006.12.014

Cited by 285 publications

(310 citation statements)

References 50 publications

(66 reference statements)

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“…Building on this finding, this study examines the effect of family members' KI on TI and MI and ultimately on the financial performance of the family. Considering that the intangible KI factor has been shown to influence the innovation of firms (Price et al 2013;Zahra et al 2007;Mol and Birkinshaw 2009) and that KI among family members forms a particular relevant internal knowledge source in family firms (Chirico and Salvato 2016), a more thorough analysis of the relationship between knowledge and innovation in family firms is worth investigating. In agreement with these findings, this study proposes that a family's collective internal knowledge (Habbershon and Williams 1999) is a key resource for TI and MI.…”

Section: Hypotheses Developmentmentioning

confidence: 99%

Disentangling antecedents and performance effects of family SME innovation: A knowledge-based perspective

Kallmuenzer

Scholl-Grissemann

2017

Int Entrep Manag J

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Understanding how family small and medium-sized enterprises (SMEs) seize opportunities for innovation and thus achieve superior performance is of substantial interest to family firm managers and academia. This paper develops a conceptual framework of antecedents that include resources internal and external to the firm in the two major dimensions of technological innovation (TI) and management innovation (MI) and their effects on financial performance. The framework is empirically tested with survey data from 152 manufacturing family SMEs in the D-A-CH countries, which comprise Germany (D), Austria (A) and Switzerland (CH). Drawing on the knowledge-based view, the results highlight the central role of firm-external knowledge for family firm innovation, which is inherent in an industry's technological opportunities and interorganizational collaboration. Furthermore, results show that it is only through technological innovation that family firms can capitalize on innovation. Finally, management innovation is still observed to constitute a vital complement for technological innovation in that it is an enabler for innovation in products and processes. Recommendations for practice include the need for technological innovation, openness toward collaborations with external partners and receptiveness to knowledge from external sources.

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Section: Hypotheses Developmentmentioning

confidence: 99%

Disentangling antecedents and performance effects of family SME innovation: A knowledge-based perspective

Kallmuenzer

Scholl-Grissemann

2017

Int Entrep Manag J

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“…They increase the use of family labourers in many activities in order to share knowledge and to minimize production cost. Zahra et al (2007) revealed that family involvement in management can either strengthen or weaken a firm's capacity to share knowledge, but knowledge sharing practices in a family can enhance their positive benefits. According to Rusmadi (2005), farming experience significantly negative affects process adoption technology in paddy farming.…”

Section: Discussionmentioning

confidence: 99%

The potential of understorey plants from Gunung Gede Pangrango National Park (West Java, Indonesia) as cervixs anticancer agents

Karmini

2017

Biodiversitas

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“…Furthermore, knowledge can only be developed with the communication and adds value through the use, i.e., knowledge is useful when is shared and only has value if it is exchanged (Zhang et al, 2008;Zahra, Neubaum & Larrañeta, 2007). Thus, knowledge transfer provides the basis for the organizations' competitive advantage (Kumar & Ganesh, 2009;Wong & Aspinwall, 2004;.…”

Section: Knowledge Transfer In Family Businessesmentioning

confidence: 99%

“…Despite the fact that sharing knowledge is important, Zahra et al (2007) point some characteristics that limit this exchange. Specifically, the most valuable knowledge in a family business is usually possessed by a single family member or a limited number of members that increases the consolidation of power and control.…”

Section: Knowledge Transfer In Family Businessesmentioning

confidence: 99%

“…These characteristics are based on the family businesses' resources and capacities. Amongst these we can mention their commitment, confidence, trust, reputation, know-how, and strong sense of identity (Cabrera-Suárez et al, 2001;Sirmon & Hitt, 2003;Bracci, 2008;Zahra et al, 2007). Moreover, these firms have a common family language that allows them to communicate more efficiently and exchange more information in greater privacy (Hoffman, Hoelscher & Sorenson, 2006 (Zahra et al, 2007).…”

Section: Knowledge Transfer In Family Businessesmentioning

confidence: 99%

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Study of factors influencing knowledge transfer in family firms

Martínez

Galván

Palacios

2013

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Purpose: We propose in this paper to analyze what are the factors that influence knowledge transfer both intra and intergenerational in family firms. The main objective is to establish a framework that can be used later in empirical research, although we maintain a completely theoretical approach in this paper Design/methodology/approach: This study, which is a comprehensive framework characterized the knowledge transfer literature in family firms in terms of the factors influencing them, was developed by an extensive literature review. Findings:Based on an extensive literature review, we conclude that knowledge is best transferred when family members value the following factors: trust between family members, commitment to the family business, intergenerational relationships, intragenerational relationships, psychological ownership of the family business, successor's aspects and training, predecessor involvement in the successor training, organizational culture and relationships with Family Business Associations. Research limitations/implications:The study demonstrates the extensiveness and variety of knowledge transfer research. However there is not the same situation in family firms' field. For academics, these different factors can be used as a map for future empirical studies. Originality/value:There is a notable lack of research into knowledge practices in -1216-Intangible Capital -http://dx.doi.org/10.3926/ic.405 small and medium-sized enterprises and especially in family firms. Besides, there is a gap in the understanding of an effective way to transfer these resources across generations; actually, existing studies on knowledge management in family businesses are scarce. The main value of our paper is to fill out partially this gap.

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Knowledge sharing and technological capabilities: The moderating role of family involvement

Cited by 285 publications

References 50 publications

Disentangling antecedents and performance effects of family SME innovation: A knowledge-based perspective

Disentangling antecedents and performance effects of family SME innovation: A knowledge-based perspective

The potential of understorey plants from Gunung Gede Pangrango National Park (West Java, Indonesia) as cervixs anticancer agents

Study of factors influencing knowledge transfer in family firms

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