Knowledge resources and performance : The moderating role of family involvement in strategy making

According to the RBV, knowledge resources can be sources of competitive advantage. Yet, performance also depends on how these resources are managed and leveraged in strategy processes. We investigate how the effect of knowledge resources on performance is moderated by the involvement of the owner family in both business level and corporate level strategy. We find that family involvement in business strategy enhances the performance implications of knowledge-based resources, while family involvement in corporate strategy has negative performance implications for the usage of these resources. This study sheds new light on the potential benefits and drawbacks that family involvement in strategy and offers both theoretical and practical implications