Now showing 1 - 6 of 6
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Family Firm Innovativeness-A Meta-Analysis

2014-08-05 , Duran, Patricio , Kammerlander, Nadine , van Essen, Marc , Zellweger, Thomas

An increasing stream of research has started to investigate innovation behavior in family firms, which is expected to be distinct from that of other types of firms; however results have been mixed so far. Conducting a meta-analysis of 110 studies covering 42 countries we synthesize prior work and extend prior knowledge on the precise linkages of family control and innovation behavior. We find that innovation input is lower in family as compared to non-family firms, yet innovation output is enhanced. We argue that lower input can be explained by the investment and decision making preferences of family owners. Higher output can be explained by family-firms' capabilities to efficaciously manage R&D resources. We further discuss and test the effect of important family-, firm-, and institutional-level contingencies. Based on the results from our meta-analytical analysis we develop new insights into the sources of competitive advantage of family firms and propose new directions for further research.

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The Family Factor : Family Influence and Incumbent Response to Discontinuous Change

2011-08-15 , König, Andreas , Kammerlander, Nadine , Enders, Albrecht

Few topics have received more attention in the management literature than the faltering of established organizations in the face of discontinuous change. However, the role played by the social context of major shareholders, particularly families, has been largely underexplored. In this conceptual paper, we contribute to bridging this research gap by integrating the literature on organizational inertia with research on family businesses to explain how family influence affects the reaction of established organizations to technological discontinuities. Specifically, we propose that family firms adopt the innovation faster than their non-family owned counterparts; however, they take smaller, less aggressive initiatives and they encounter more difficulties in adopting new, non-paradigmatic routines than non-family owned firms. We also suggest that, when the technology is further emerging, family businesses show more stamina than other companies: that is, they are more willing to continue investing in a new technology, particularly after initial failure. Finally, we hypothesize that executive personality, particularly the openness to experience of the CEO, moderates the association between family influence and technology adoption. Our model has important implications for theory on organizational change and family business research.

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How Do Established Family Businesses Adapt to Technological Discontinuities? : A Series of Inductive Case Studies

2011-05-06 , Kammerlander, Nadine , König, Andreas , Enders, Albrecht

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Organizational Adaptation to Discontinuous Technological Change : The Effects of Family Influence and Organizational Identity

2013 , Kammerlander, Nadine

?Adaptation to discontinuous technological change constitutes a major, yet vincible challenge for established companies. This book reveals crucial differences between the challenges that family-owned and managed firms face as compared to non-family firms. Series of case studies in the German retailing and book publishing industries illustrate those differences. Empirical evidence as presented in the book further shows how organizational identity affects whether and in what way firms adapt to radical shifts in their environment.

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How Do Established Family Businesses Adapt to Technological Discontinuities? : A Series of Inductive Case Studies

2011-05-27 , Kammerlander, Nadine , König, Andreas , Schillo, Barbara

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Innovation in Family Firms : Balancing Tradition and Modernity

2013-01-01 , Kammerlander, Nadine

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