دانلود رایگان مقاله انگلیسی مسیر کارآفرینی در عملکرد شرکت خانوادگی - الزویر 2018

عنوان فارسی
مسیر کارآفرینی در عملکرد شرکت خانوادگی
عنوان انگلیسی
Entrepreneurial paths to family firm performance
صفحات مقاله فارسی
0
صفحات مقاله انگلیسی
6
سال انتشار
2018
نشریه
الزویر - Elsevier
فرمت مقاله انگلیسی
PDF
کد محصول
E8802
رشته های مرتبط با این مقاله
مدیریت
گرایش های مرتبط با این مقاله
مدیریت کسب و کار، کارآفرینی
مجله
مجله تحقیقات تجاری - Journal of Business Research
دانشگاه
École Supérieure du Commerce Extérieur - ESCE International Business School - rue Sextius Michel - France
کلمات کلیدی
شرکت خانوادگی، کارآفرینی، حاکمیت، روش های ترکیبی، fsQCA
چکیده

ABSTRACT


This article draws upon a new framework, proposing that family firm financial performance does not depend on single distinctive antecedents, but rather on the combination (configurations) of multiple entrepreneurial, governance- and family-related factors (innovativeness, proactiveness, risk-taking, transfer intentions and family involvement). Drawing on a sample of 149 family firms, this study employs a fuzzy-set qualitative comparative analysis (fsQCA) to investigate these configurations as antecedents of firm performance. Its findings show four common configurations which strongly relate to above-average performance. In seven qualitative follow-up interviews, the study discusses these four configurations and three additional contrarian cases that also lead to positive performance.

نتیجه گیری

5. Discussion and conclusion


5.1. Configuration 1


These firms show management behavior that tends to be resistant to change and professional management: they rely on their family as a key resource, not fully trusting external non-family managers. They have unclear or unarticulated succession plans and consider themselves proactive and risk-averse. These firms (“proactive but family-based”) with mostly unsystematic innovative behavior (Table 2, Quote 1) can often be found in the hospitality industry (Hjalager, 2002). Proactivity in those firms targets stability (Table 2, Quote 2), not growth: many businesses know that from time to time it is necessary to react to market changes (De Massis, Chirico, Kotlar, & Naldi, 2014). Risk-averse behavior in these firms dominates (Table 2, Quote 3), which might be due to their later phases of business development (Legohérel, Callot, Gallopel, & Peters, 2004; Zahra, 2005). Even though these firms may have potential successors in mind, they do not show clear transfer intentions (Table 2, Quote 4).


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