One for all, all for one: A mutual gains perspective on HRM and innovation management practices in family firms

Rondi, Emanuela; Überbacher, Ruth; Schlenk-Barnsdorf, Leopold von; Massis, Alfredo Vittorio De; Hülsbeck, Marcel

doi:10.1016/j.jfbs.2020.100394

Cited by 27 publications

(26 citation statements)

References 68 publications

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“…These long-term employees acquire highly firm specific human capital and tacit knowledge that builds up over the years and contributes to family firm innovation in a unique way. (Danes et al 2008;Rondi et al 2021;Sirmon and Hitt 2003). Social capital is best described as the bundle of resources that can be acquired or utilized through networks with external stakeholders.…”

Section: Introductionmentioning

confidence: 99%

The role of family firm specific resources in innovation: an integrative literature review and framework

2022

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Family firms are the prevalent form of entrepreneurial organizations worldwide. While even long-lasting and successful family firms are said to invest less in innovation, their innovation output varies according to their heterogeneity often matching or even exceeding the output of other incumbent firms. These contradictory results have confused entrepreneurship and innovation researchers alike. Based on an integrative literature review we develop a conceptual framework to explain the role of family firm specific resources for innovation. Our analysis of 48 peer-reviewed empirical articles drawn from a body of 466 published empirical papers shows how our integrative perspective helps to solve these existing contradictions. We argue that higher investments into these family firm specific resources trigger a virtuous circle in family firm innovation.

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Section: Introductionmentioning

confidence: 99%

The role of family firm specific resources in innovation: an integrative literature review and framework

2022

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“…The successful HRM strategies used by familyowned business enterprises such as less formal employee management, broad job description, flat hierarchy, and more responsibilities at an earlier age can be adopted by organizations in the new normal (Rondi et al, 2021). Instead of job specialization, job generalization can become a norm that enables employees to handle multiple job roles (Hite & McDonald, 2020).…”

Section: Job Designmentioning

confidence: 99%

“…Moreover, lessons can be learned by retrospectively analyzing how industries transformed themselves successfully after stagnation during World War II. Innovation, product diversification, skills training, employee welfare schemes, and finding solutions to new challenges were the strategies used during that time(Rondi et al, 2021). Hence, human resource managers undoubtedly play a crucial role in making the work climate conducive to such changes.…”

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confidence: 99%

Human Resource Management: Pre-pandemic, Pandemic and Beyond

Walarine²

2022

RMRJ

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The pandemic disrupts the functioning of most sectors and exposes the shortcomings and vulnerabilities among many. Literature search in leading databases reveals that though shocked by the crisis, many industries and organizations have reinvented themselves through various strategies to overcome the consequences of the pandemic. After a thorough analysis of individual articles, the authors found out that human resource management considers the disruptive changes in the working pattern, challenges, and opportunities ahead and makes appropriate changes to create an efficient workforce for the future with the help of technology that has become an inevitable companion in human resource management and not a panacea for uncertainties and crises ahead.

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“…Also, family firms' unique social capital, commonly identified in terms of their success in forging long-standing relations with other stakeholders (Miller and Le Breton-Miller 2005), is another distinctive character-istic of such firms and may have a positive influence on their innovation propensity. Finally, long-term orientated family firms are able to establish a trust-based environment of solidarity, loyalty and credibility, creating a virtuous cycle between innovation and HRM practices whose outcomes are mutual gains for the firms and their employees (Rondi et al 2021).…”

Section: Family Firms and Innovation: A Literature Reviewmentioning

confidence: 99%

Family Firms and Innovation from Founder to Successor

Cesaroni

Diaz

Sentuti

2021

Administrative Sciences

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Several empirical investigations indicate that family firms are more innovative under the founding generation’s leadership and become less innovative in later stages, while others state the opposite. Within this debate, limited attention has been devoted to understanding how intra-family succession might be an opportunity to maintain or improve family firms’ innovativeness. This paper aims to explore how family firms’ innovativeness may evolve from the first to the second generation and understand which conditions may favour or hamper this change. A qualitative approach based on a multiple case study was adopted, conducting seven face-to-face semi-structured interviews with founders and successors that formed the basis of four case studies. The results reveal four different dynamics that characterise how a first-generation family firm’s innovation capacities are or are not passed on to the second generation: decline, transformation, consolidation and preservation. Findings also show that these dynamics depend on the founders and successors’ approaches towards innovation. To better depict differences between them, we propose a typology of founders (lone innovator, collaborative innovator and orchestrator innovator) and successors (prodigal son, game changer, talent scout, faithful disciple) and explain how they influence the evolution of innovation from the founder generation to the next.

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One for all, all for one: A mutual gains perspective on HRM and innovation management practices in family firms

Cited by 27 publications

References 68 publications

The role of family firm specific resources in innovation: an integrative literature review and framework

The role of family firm specific resources in innovation: an integrative literature review and framework

Human Resource Management: Pre-pandemic, Pandemic and Beyond

Family Firms and Innovation from Founder to Successor

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