Strategy in family businesses: the analysis of human capital and social capital

Mizumoto, Fábio Matuoka; Saes, Maria Sylvia Macchione

doi:10.4337/9781781009383.00021

Cited by 2 publications

(4 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Furthermore, the familiness dimension has been theoretically expanded to account for various forms of capital, including financial, physical, human, and social capital (Sharma, 2008). Despite the vivid debate on what familiness is and how to capture its essence (Frank et al, 2017), few studies have integrated this perspective into studies of important strategic choices that families have to make (e.g., Mizumoto & Macchione Saes, 2013).…”

Section: Resource-based View Of the Firm And Familinessmentioning

confidence: 99%

“…Indeed, human capital is a path-dependent, socially complex, only to some extent causally ambiguous, and intangible resource. Family members’ human capital encompasses deep tacit knowledge, which is difficult to codify and is usually transferred through direct exposure both in the family and in the business (Mizumoto & Macchione Saes, 2013), thus making it a socially complex resource. Incumbents who believe a family member has the necessary human capital to run the business are more willing to involve him or her as the next CEO as doing so will make it less difficult to exchange knowledge, develop commitment and trust, and share relational norms (Daspit et al, 2016).…”

Section: Family Strategic Resources and Ceo Succession Intentionmentioning

confidence: 99%

See 1 more Smart Citation

The “Most Wanted”: The Role of Family Strategic Resources and Family Involvement in CEO Succession Intention

Campopiano

Calabrò

Basco

2020

Family Business Review

View full text Add to dashboard Cite

Stemming from familiness and the notion of nonimitable strategic resources, we investigate, in the presuccession phase, the role of acquisition and accumulation of family strategic resources, along with the way family involvement in the top management team affects resource mobilization and deployment, in determining the intention to choose either a family or a nonfamily member as the next CEO. Data from a cross-country double-respondent family business data set (Successful Transgenerational Entrepreneurship Practices project) reveal that human capital is a significant family strategic resource reducing the intention to select a family CEO, although leveraging this resource by a top management team dominated by family members enhances this intention.

show abstract

Section: Resource-based View Of the Firm And Familinessmentioning

confidence: 99%

Section: Family Strategic Resources and Ceo Succession Intentionmentioning

confidence: 99%

The “Most Wanted”: The Role of Family Strategic Resources and Family Involvement in CEO Succession Intention

Campopiano

Calabrò

Basco

2020

Family Business Review

View full text Add to dashboard Cite

show abstract

“…The last two decades have seen the emergence of geographic indications, appellations of origin, and specialised certification as mechanisms to guarantee the quality and attributes that global markets demand from coffee (Paz Cafferata and Pomareda, 2009). Consumer demand for differentiation in coffee has been growing significantly, relying on intrinsic characteristics or perceived product attributes that relate to place, process, and circumstances by which the coffee is cultivated, produced, processed, and marketed (Mizumoto, 2009;Lara Estrada et al, 2017).…”

Section: Contextual Aspects In the Coffee Industrymentioning

confidence: 99%

“…In the coffee industry, product differentiation can be achieved by highlighting special features linked to a place of origin (Teuber, 2010; Mizumoto, 2009). Yet, the increasing association of family dynamics with strategies in the farming sector cannot be underestimated (Fitz-Koch et al , 2019).…”

Section: Introductionmentioning

confidence: 99%

Being different matters! A closer look into product differentiation in specialty coffee family farms in Central America

Cruz

Caffarena²,

Solano

2020

CCSM

View full text Add to dashboard Cite

PurposeThere is a growing interest in understanding the strategic behaviour of family firms producing international commodities such as coffee, particularly in contexts where decisions about what products to sell, where to commercialise them and how to promote them appear to be highly based on both business and family aspects. The purpose of this paper is to explore product differentiation strategies in family firms in the specialty coffee industry across Latin American countries. Whilst the socioeconomic relevance of coffee production in Central America is unequivocal, the approach and rationale of families that engage in specialty coffee production remain underexplored.Design/methodology/approachThis study examines product differentiation in specialty coffee family farms across countries in Central America: Guatemala, Honduras and Nicaragua. The study relies on in-depth interviews, case studies and an interpretative approach to unpick the dynamics of product differentiation by families in business dedicated to producing specialty coffee.FindingsThe findings show that product differentiation in specialty coffee family farms is influenced by both business and family aspects and driven by entrepreneurial stewards. Coffee-farming families can engage in product differentiation through a shared vision, a combination of traditional and specialised knowledge, and through the continuous development of an exchange network. The findings reveal a connection between families in business balancing family and business interests, and the strategic intention to build up their assets entrepreneurially over time.Originality/valueThis study contributes to the literature on stewardship and strategic behaviour in family firms when families in business engage in differentiating their products in a highly competitive industry. More specifically, this study focuses on companies across countries where coffee is of crucial socioeconomic importance, and where the said companies are owned and managed by families. The study expands understanding of product differentiation in family-enterprise-first businesses and suggests that the family elements in differentiation can be explained through an entrepreneurial stewardship perspective.

show abstract

Strategy in family businesses: the analysis of human capital and social capital

Cited by 2 publications

References 0 publications

The “Most Wanted”: The Role of Family Strategic Resources and Family Involvement in CEO Succession Intention

The “Most Wanted”: The Role of Family Strategic Resources and Family Involvement in CEO Succession Intention

Being different matters! A closer look into product differentiation in specialty coffee family farms in Central America

Contact Info

Product

Resources

About