Toward the Cluster Model

Michael‐Tsabari, Nava; Labaki, Rania; Zachary, Ramona K.

doi:10.1177/0894486514525803

Cited by 100 publications

(24 citation statements)

References 87 publications

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“…Gaining knowledge of family firms going from local to international requires understanding the strategies of entrepreneurial families in business (Hamilton, Discua Cruz, and Jack 2017;Nordqvist and Melin 2010). Entrepreneurial families may be pushed or pulled towards going global, and in so doing, may have to balance family and business objectives influencing either their expansion into both local and international markets, or the creation or acquisition of ventures gradually forming a portfolio of businesses or business group (Michael-Tsabari, Labaki, and Zachary 2014;Rosa, Howorth, and Discua Cruz 2014;Ramírez-Pasillas, Lundberg, and Nordqvist 2021). Recent studies suggest that some families create global firms supported by a migrant/diaspora heritage, transnational networks, and ethnic resources as well as developing local roots in a host country (Vershinina et al 2019;Elo et al 2019).…”

Section: Family Firms and Their Development From Local To Global Firmsmentioning

confidence: 99%

Bridging locality and internationalization – A research agenda on the sustainable development of family firms

Baù

Block

Cruz

et al. 2021

Entrepreneurship & Regional Development

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Globalization, digital technologies, societal and environmental concerns influence the way family firms operate locally and internationally. Family firms are often torn between their local and global environments, simultaneously visible and embedded in their local environment while marketing their products and services abroad. Unlike large multinationals that have often lost their roots, family firms manifest an active interest in maintaining their local roots and traditions. Moreover, increasing concerns with sustainable development call for continuity through sustainability aimed at improving local and global socioeconomic conditions. This editorial of the special issue on 'Locality and Internationalization of Family Firms' discusses this tension that family firms face and how they can build bridges between communities increasingly drifting apart. By bridging local and global environments, family firms can contribute to the sustainable development of society. We present a research agenda addressing this particular bridging function of family firms and propose several avenues for future research.

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Section: Family Firms and Their Development From Local To Global Firmsmentioning

confidence: 99%

Bridging locality and internationalization – A research agenda on the sustainable development of family firms

Baù

Block

Cruz

et al. 2021

Entrepreneurship & Regional Development

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“…(4) cluster ownership (Michael-Tsabari et al, 2014); and (5) serial entrepreneurship (Westhead and Wright, 1998).…”

Section: Plurality Of Succession and Succession-incubation Practicesmentioning

confidence: 99%

Strategic plurality in intergenerational hand-over

Osnes¹,

Hök²,

Hou

et al. 2019

JFBM

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Purpose With strategy-as-practice theory the authors explore successful business-owning families hand-over of roles to the next generation. The authors argue for the usefulness of strategy-as-practice theory in exploring the complexity and plurality of best practices in intergenerational hand-over. The paper aims to discuss these issues. Design/methodology/approach A cross-cultural in-depth case study with best practice cases from China, Germany, Sweden, England, Tanzania, Israel and the USA, based on in-depth interviews of family members and non-family employees. Findings The authors identified three different succession patterns: a “monolithic practice,” a distributed leadership hand-over, and active ownership with a non-family managing director/CEO. Two other types of hand-over practices were categorized as incubator patterns that formed a part of, or replaced, what we traditionally see as a hand-over of roles. Families would switch between these practices. Research limitations/implications Surprisingly, a monolithic succession practice (a one-company-one-leadership role) was rarely used. Quantitative and qualitative research should consider, as should advisors to family owners and family businesses, the plurality of succession practices. Education should explore a variation of succession and how the dynamic of gender influences the process. Practical implications Giving practitioners, such as research and practitioner, an overview of strategic options so as to explore these in a client or research case. Social implications Adding the notions that the family is an incubator for new entrepreneurship makes it possible to show how not only sector or public policy generate new ventures. That family as source of entrepreneurship has been well established in the field but it mainstream policy thinking the family is not seen as such a source. Originality/value The paper offers an integrative model of the complexity of hand-over practices of ownership and leadership roles. It shows how these practices are fundamental for understanding how a family’s ownership and their leadership of businesses and new entrepreneurship develops.

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“…The reliance placed on a single business to look after the wellbeing of the family is spread across two or more family businesses, hence alleviating the risk of the loss of socioemotional wealth (Granata & Chirico, 2010). Diversification ensures that a firm remains relevant, competitive and grows by spreading the risk of relying on a single product or firm portfolio (Michael-Tsabari, Labaki, & Zachary, 2014;Sieger, Zellweger, Nason, & Clinton, 2011). Diversification occurs when penetrating an existing market with refreshed products or services, finding new markets or new and innovative ways of product usage and penetrating an existing or new market with a new product (Sieger et al, 2011).…”

Section: Diversificationmentioning

confidence: 99%

“…One of the widely employed growth strategy is diversification. Diversification ensures that a firm remains relevant, competitive and grows by spreading the risk of relying on a single product or firm portfolio (Michael-Tsabari et al, 2014;Sieger et al, 2011). A firm is linked to these resources through networks.…”

Section: Resource Dependence Theorymentioning

confidence: 99%

The Role of Social Network in Family Business Diversification: Evidence from South Eastern Nigeria

Agbim¹,

Igwe

2019

IJIKM

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Aim/Purpose: This study seeks to investigate if participation in business association’s programs through the traditional and new media platforms influences family businesses in South Eastern Nigeria to diversify into similar or different businesses. Background: Before the advances in information and communication technology, businesses were carried on via the traditional media. The application of these advances has changed the way business communications and transactions are conducted globally in both family and non-family businesses. Businesses are adapting to today’s turbulent environment by opening similar or different businesses in the same or different locations that are hinged on the traditional and new media platforms. Nigerians are largely involved in social network through the traditional (face-to-face contact) and new media (e.g., Facebook, WhatsApp, Twitter, YouTube and Instagram). Moreover, in spite of the commonplaceness of family businesses in Nigeria, these businesses still experience weak diversiﬁcation, bankruptcy and loss of socio-emotional wealth. Consequent upon the foregoing, this paper specifically investigates if involvement in social network via the traditional media (i.e., participation in business association’s meetings, workshops, seminars) and the new media (i.e., participation in the business association’s interactive sessions on trending business issues through the association’s online social platform like WhatsApp, Twitter), influence family businesses in South Eastern Nigeria to diversify into similar or different businesses. Methodology: The study adopted a qualitative methodology. The qualitative data were generated via interview involving 30 purposively selected businesses from South Eastern Nigeria. This comprises 15 family businesses each that have respectively adopted related and unrelated diversification strategies. Two respondents (i.e., the business owner and a top level manager) each were drawn from the selected businesses. In all, 60 respondents were interviewed. Since the unit of analysis is the family business, the interview transcriptions from all the respondents were subjected to thematic content analysis on the basis of the family businesses. Contribution: Active involvement and participation in all the meetings, discussions, workshops and seminars of the social network via the traditional and new media platforms facilitates the adoption of related or unrelated diversification in family businesses. Moreover, the adoption of similar social network platforms like WhatsApp and Twitter in all the relationships among and between employees and managers, and the transactions of the businesses is one of the key factors for achieving successful related or unrelated diversification in family businesses. Findings: In spite of the risky nature of the business environment, the adoption of related diversification strategies is significantly influenced by resources such as business consultancy services garnered through the traditional and new media platforms of the social network. Also, family businesses that are actively involved in a social network where the actors interact through the traditional and new media are influenced by the resources acquired to consider adopting unrelated diversification. These resources include: better understanding of the nature of business challenges, environments and experiences; and different lines of businesses. Thus, the traditional and new media platforms are complementary in their roles. Recommendations for Practitioners: Family business owner-managers could use the findings to develop related or unrelated strategies for diversifying into existing or new markets. This can be through the localization of manufacturing plant, improvement of product packaging, sitting of sales outlet closer to the consumers, introduction of lower prices for products/services, introduction of new and better ways of service delivery, or development of more compelling promotion strategies. Recommendation for Researchers: As a veritable guide, this study could guide future researchers in the formulation of their objectives, selection of instrument for data collection and respondents, and adoption of method of data analysis. Impact on Society: Successful diversification suggests the establishment of new or more businesses. Consequently, these new or more family businesses are expected to translate to more employment opportunities and by extension reduction in unemployment and poverty rates in the society. Future Research: Further studies should be carried out to enhance the development of family businesses, contribute to the existing literature and ensure the generalization of the findings.

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Toward the Cluster Model

Cited by 100 publications

References 87 publications

Bridging locality and internationalization – A research agenda on the sustainable development of family firms

Bridging locality and internationalization – A research agenda on the sustainable development of family firms

Strategic plurality in intergenerational hand-over

The Role of Social Network in Family Business Diversification: Evidence from South Eastern Nigeria

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