Strategic Entrepreneurship in Family Firms
Type
applied research project
Start Date
10 June 2005
End Date
30 December 2015
URI
Status
ongoing
Keywords
Transgenerational Entrepreneurship
Family Business
Strategic Entrepreneurship
Description
How do family firms stay entrepreneurial and manage their resources to assure long term survival and prosperity of the firm?
Leader contributor(s)
Partner(s)
Weltweit 40 Universitäten mit rund 100 Forschenden
Funder(s)
Topic(s)
Transgenerational Entrepreneurship
Family Business
Strategic Entrepreneurship
Method(s)
Qualitative Case Studies
Quantitative Analysis
Range
HSG Internal
Range (De)
HSG Intern
Division(s)
Eprints ID
21034

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Vom Familienunternehmen zur Unternehmerfamilie : Generationenübergreifende Wertgenerierung in Unternehmerfamilien

2013 , Sieger, Philipp , Zellweger, Thomas

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Reputation for What? Different Types of Reputation and their Effect on Entrepreneurial Activity

2014 , Clinton, Eric , Nason, Robert , Sieger, Philipp , Sharma, Pramodita

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A conceptual model of transgenerational entrepreneurship in family-influenced firms

2006-03-22 , Cruz, C. , Habbershon, Tim , Nordqvist, M. , Salvato, C. , Zellweger, Thomas

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How much and what kind of entrepreneurial orientation is needed for family business continuity?

2008-07-02 , Zellweger, Thomas , Mühlebach, Corinne , Sieger, Philipp

The present paper examines to what degree the Entrepreneurial Orientation (EO) construct is prolific in explaining business activity of firms with a transgenerational outlook. In particular, we are challenging the fundamental claim by entrepreneurship scholars that the more entrepreneurial a firm is, hence the higher it scores in the five EO dimensions, the more successful it should be in the long-run.

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Strategien zur Wertsteigerung in Familienunternehmen

2008 , Zellweger, Thomas , Mühlebach, Corinne

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The Link Between Family Firm Dynamics, Image and Firm Performance

2011-11-06 , Memili, Esra , Kellermanns, Franz W. , Eddleston, Kimberley H. , Zellweger, Thomas

In this study, we draw upon organizational identity theory to examine factors that lead to the creation of family firm image and investigate how a family firm image impacts firm performance. We find that family firm pride, community social ties, and long-term orientation are positively associated with the likelihood that a firm portrays itself as a family business to consumers and stakeholders. In turn, we find that a family firm image benefits firm performance. Thus, our study demonstrates that by building a family firm image the unique family influences on the firm can be leveraged to create a competitive advantage for family firms.

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Why do firms strive for non-financial performance

2009-06-07 , Zellweger, Thomas , Nason, Robert S. , Nordqvist, M. , Brush, Candida

This paper develops a social identity based rationale for why firms strive for non-pecuniary performance outcomes. It extends current social and financial rationales for such motivations. Drawing from social identity and organizational reputation theories, we show that identity overlaps between managers and organizations create incentives to protect and build corporate reputation. These incentives motivate managers to produce non-pecuniary performance outcomes that satisfy stakeholders. We argue that emotional bonds of managers to their organizations create identity overlaps. Further, the incentives to build and protect corporate reputation is moderated by the type of the manager's commitment. We use the family business, a particularly high identity overlap organization, as a context to explore our arguments. Propositions and future directions are included.

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Exploring Transgenerational Entrepreneurship : The Role of Resources and Capabilities

2013 , Sharma, Pramodita , Sieger, Philipp , Nason, Robert , Gonzalez, Ana-Christina , Ramachandran, Kavit

Transgenerational entrepreneurship, as a discipline, examines the processes, resources and capabilities that allow family enterprises to create social and economic value over time in order to succeed beyond the first generation of business owners. While tangible resources such as financial and physical capital are certainly important factors in the long-term success of a family-run business, this book focuses specifically on the role of intangible resources and capabilities, which are less easily quantifiable but equally vital. Drawing insights from in-depth longitudinal studies of twenty-six family firms in twelve countries, the contributors discuss the critical role of intangible assets such as values, virtues, tacit knowledge and learning, professionalization, internal and external social networks, and reputation. Each chapter includes both a case study that serves as a practical illustration of a particular topic as well as a discussion of the theoretical perspectives and broader implications. Featuring both contributors and case studies from across the world, this volume provides a truly global approach to the study of transgenerational entrepreneurship. Professors and students of business and management, entrepreneurship and family business studies will find this book a fascinating addition to their libraries, as will family business owners, consultants and researchers.

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Linking Family Firm Image to Performance: How Family Firms build Trust to foster Success

2010-04-16 , Zellweger, Thomas , Kellermanns, Franz W. , Eddleston, Kimberley H. , Memili, Esra

Recently it has been demonstrated that developing a family-based brand identity positively contributes to firm growth through its influence on customer-centered values (Craig, Dibrell & Davis, 2008). Focusing on branding activities, Craig and colleagues (2008) examined the influence of promoting a business as a "family business" to stakeholders like customers, suppliers and financiers. Family businesses that build a family firm image in the marketplace capitalize on customers' positive perception of family firms as trustworthy (Taguiri & Davis, 1996; Ward & Arnonoff, 1995), customer-focused and quality driven (Sundaramurthy & Kreiner, 2008). Therefore, being known as a "family firm" may be a positive attribute in the minds of stakeholders that contributes to performance. Drawing from organizational identity theory, we argue that a family firm image capitalizes on a family firm's ability to garner trust and respect in the marketplace. We define family firm image as the intentional projection of a family business identity to external audiences. While research suggests that family members' concern for their firm's image (Anderson & Reeb, 2003) and brand identity (Craig et al., 2008) influence success, the processes through which a family firm emphasizes its family firm image and how that impacts firm performance is not understood. Such an investigation is important since family firms are often assumed to be concerned with their image (Dyer & Whetten, 2006; Steier, 2001) and to be favorably viewed by consumers (Craig et al., 2008; Sundaramurthy & Kreiner, 2008), yet no known study has examined the antecedents and consequences of a family firm image.

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Internal Corporate Venturing in multi-generational Family Businesses

2010-03-24 , Garrett, Robert , Dibrell, Clay , Craig, Justin , Zellweger, Thomas

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