The Co-evolution of Institutional Environments and Organizational Strategies:         The Rise of Family Business Groups in the ASEAN Region

Carney, Michael; Gedajlovic, Éric

doi:10.1177/017084060202300101

Cited by 67 publications

(95 citation statements)

References 9 publications

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“…While farm and non-farm sectors have traditionally been considered as separate and distinctive, recent studies have demonstrated their similarities (Carter, 1996;Carter and Rosa, 1998;Alsos et al, 2011). One of the key similarities can be seen in the prevalence of entrepreneurial households that contain portfolios of interconnected businesses (Carney and Gedajlovic, 2002;Discua Cruz, Howorth and Hamilton, 2013), a feature which is as widespread in the non-farm sectors as it is in farm sectors (Carter and Ram, 2003;Ucbasaran et al, 2008).…”

Section: The Entrepreneurial Household: Connecting the Market And Thementioning

confidence: 99%

Kinship and business: how entrepreneurial households facilitate business growth

Alsos

Carter

Ljunggren

2014

Entrepreneurship & Regional Development

132

157

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Building on studies that have stressed the importance of context and the role of the family in business growth, this study explores the role of the entrepreneurial household in the process of business development and growth. We seek to understand how household strategy influences the development of new businesses, the ways in which household characteristics and dynamics influence business growth strategy decisions, and how business portfolios are managed and developed by the household. To examine these questions, comparative case studies were undertaken drawing data from four entrepreneurial households located in remote rural regions of Norway and Scotland. The data reveals the role of the entrepreneurial household in the evolution of business creation and growth, examining the processual aspects of entrepreneurial growth, the interactions between business activities and entrepreneurial households, and how business portfolios are developed in practice. Three analytical themes emerged from the analyses: the tightly interwoven connections between the business and the household; the use of family and kinship relations as a business resource base; and how households mitigate risk and uncertainty through self-imposed growth controls. While prior studies have viewed entrepreneurial growth largely as an outcome of personal ambition and business strategy, these results reveal the importance of the entrepreneurial household and the household strategy in determining business growth activities.

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Section: The Entrepreneurial Household: Connecting the Market And Thementioning

confidence: 99%

Kinship and business: how entrepreneurial households facilitate business growth

Alsos

Carter

Ljunggren

2014

Entrepreneurship & Regional Development

132

157

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“…Broad agreement exists that BGs emerged as a response to underdeveloped institutions or 'institutional voids' (Khanna & Palepu, 1997) in developing economies, and that BG ties are beneficial in societies where such voids continue to exist (Carney & Gedajlovic, 2002). The institutional voids thesis states that BGs internalize activities that otherwise fail to materialize due to limitations in a society's financial, legal, and labor market institutions, which jeopardize the exchange of products and services between arm's length transactors (Leff, 1978).…”

Section: The Moderating Role Of Institutional Contextmentioning

confidence: 99%

Business Group Performance, Context, and Strategy: A Meta-Analysis.

Carney¹,

Gedajlovic²,

Heugens³

et al. 2010

AMPROC

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Research on business groups -legally independent firms tied together in a variety of formal and informal ways -is accelerating. Through meta-analytical techniques employed on a database of 141 studies covering 28 different countries, we synthesize this research and extend it by testing several new hypotheses. We find that affiliation diminishes firm performance in general, but also that affiliates are comparatively better off in contexts with underdeveloped financial and labor market institutions. We also trace the affiliation discount to specific strategic actions taken at the firm and group levels. Overall, our results indicate that affiliate performance reflects complex processes and motivations.The past decade has witnessed a surge in research regarding the performance of business groups (BGs), which Khanna and Rivkin (2001) define as "firms which though legally independent, are bound together by a constellation of formal and informal ties and are accustomed to taking coordinated action" (p. 47). Three points of consensus are apparent in this body of work. First, BGs are ubiquitous in many countries with types such as Japanese Keiretsus and Zaibatsu

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“…The special issue in Organization Science (1999, number 3) reflects coevolution theory in strategic management and has stimulated a range of papers in different journals (e.g. Helfat and Raubitschek, 2000;Carney and Gedajlovic, 2002;Zollo and Winter, 2002) and once more a special issue in Organization Studies (2001, number 6).…”

Section: Strategic Managementmentioning

confidence: 99%

‘Best practices … in spite of performance’: just a matter of imitation?

Paauwe

Boselie²

2005

The International Journal of Human Resource Management

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In this paper the focus is on how organizations select, adapt and retain best practices in HRM. Based on recent developments in two streams of theoretical thinking, i.e new institutionalism and strategic management (especially co-evolution and absorptive capacity), this paper contrasts economic rationality with normative rationality in the selection, adaptation and retention process. In this way we are able to construct the life cycle of a HRM best practice, the way in which companies differ in their speed of selection and adoption of best practices, and the consequences this has for whether or not being able to achieve a competitive advantage. After presenting and describing our framework for the adoption and life cycle of best practices in the field of HRM, a range of hypotheses is presented to be tested for in follow-up research.

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The Co-evolution of Institutional Environments and Organizational Strategies: The Rise of Family Business Groups in the ASEAN Region

Cited by 67 publications

References 9 publications

Kinship and business: how entrepreneurial households facilitate business growth

Kinship and business: how entrepreneurial households facilitate business growth

Business Group Performance, Context, and Strategy: A Meta-Analysis.

‘Best practices … in spite of performance’: just a matter of imitation?

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