Resilience of long-lived family businesses has been widely acknowledged but the mechanisms enabling longevity need to be further investigated. This can be done by examining how narratives about crisis situations are processed in family firms.
Based on narrative interviews, this qualitative study examines how crisis situations have been dealt with and narrated by long-lived German family firms.
Narratives of survival can have a strengthening effect so they become also narratives for survival. The analysis reveals how the constructive management of crises contributes to emotional attachment, identification and commitment and also strengthens resilience and longevity.
The study contributes to narrative identity theory by answering calls for narrative analysis and capturing the influence of narratives on family firms and business families. The discussion of the findings leads to the narrative processing model showing how past crises are processes to gain identity and resilience in the future and how the business family can influence this process.
Drawing on mindfulness theory, this study attempts to gain insights into whether leader-mindfulness (LM) influences workplace cynicism (WPC) among non-family employees (NFEs) working in small and medium-sized private family firms. Furthermore, the study leverages the self-determination theory to examine if the above relationship is mediated by the belongingness of the NFEs to the organization and leader–member exchange quality (LMXQ).
A conceptual framework with a set of hypotheses is developed. Using cross-sectional survey data collected from 376 NFEs working in small and medium-sized private family firms in Oman, the hypotheses are tested using structural equation modeling that was analyzed through PLS-SEM.
The results indicate that LM influences WPC both directly and through the mediating effect of LMXQ. The findings also suggest that, while LM influences belongingness, and that belongingness also mediates the relationship between LM and LMXQ. However, belongingness does not mediate the relationship between LM and WPC, either by itself or serially.
The prevalence of WPC among NFEs in family firms hinders the ability of such organizations to retain talented employees that are outside the family circle. Hence, this study presents nuanced insights to those who manage such organizations, as it reveals that leading the family business mindfully can markedly reduce WPC among NFEs, particularly when LM enhances LMXQ.
The study makes four novel contributions. First, this appears to be the first study at the crossroads of the family business and organizational behavior literature to investigate the under-researched topic of WPC among NFEs in family firms. Second, the study provides insights into the relationship between LM and WPC by developing a conceptual framework that draws on mindfulness theory and self-determination theory. Third, it identifies the mediating role of LMXQ in the link between LM and WPC. Finally, it reveals that, although the belongingness of NFEs to their organization is influenced by LM, it does not automatically influence WPC.
This longitudinal study focuses on the specific behaviours of both top and other leaders in family firms that are implementing lean and green practices in order to contribute to the sustainability transition.
Over the course of two years and two months, longitudinal comparative case research was carried out within two Indonesian family firms in the logistics and transportation business. Data were collected via of 86 interviews, 37 observed meetings within the firms and 12 work floor visits. The thematic analysis approach was based on the “fuller full-range theory of leadership”.
Over time, the leaders at various hierarchical levels learned to diversify their behavioural repertoire; solely exhibiting the transactional or transformational leadership style was not effective for employees’ adoption of lean and green practices. Instead, the leaders had to integrate the behaviours from the transactional, transformational and instrumental leadership styles.
This study explores the extension of leaders’ behaviours over time. Our findings result in two propositions that theoretically explain the evolved behaviours that steered the organisational transformation towards a lean and green firm. Given its context (i.e. Indonesian family-owned logistics firms), this study offers insights that might generalise to similar family firms in other Asian countries.
Miller (2011) revisited his influential 1983 work on entrepreneurial orientation (EO) and remarked that its underlying drivers are fully open to debate, fresh scholarship and connection with new theories. Indeed, the genealogy of the EO construct is rarely questioned. We take a “making masculinity visible” approach, engaging with a lens of masculinity, precarious manhood theory (PMT) and double standards of competency, to define and test the masculine elements of EO in the setting of family business CEOs.
Using the 2019 Successful Transgenerational Entrepreneurship Project (STEP) dataset, a comprehensive database of family business chief executive officers (CEOs), we examined the construct of EO, in whole and in its masculine elements. Stepwise multiple regression method was used to test the hypotheses of this study. Control variables entered the equation first, followed by the variable of interest for this study.
We find differences by gender when EO is tested as a whole construct. Further in testing its masculine dimensions, we find that being male is significant to the elements of autonomy and competitive aggressiveness and that gender is not significant to risk-taking.
Although research on the widespread and influential EO continues to proliferate (Covin and Wales, 2019), there is not an understanding of its applicability across genders (Fellnhofer et al., 2016). It is possible that EO may not explain how women do business. Our study contributes to the understanding of between-gender differences in EO, and our findings suggest that the masculine elements of EO vary by gender.
This study aims to analyze the interaction between environmental, social and governance (ESG) practices and digital capabilities in promoting business model innovation (BMI) in family firms. Specifically, it researches how ESG practices influence BMI in family firms, breaking down this influence into its ESG components.
We used microdata from the Flash Eurobarometer 486 survey, conducted by the European Commission in 2020, which provides detailed data on the challenges and obstacles faced by European businesses. The survey included telephone interviews with key managers from 2,483 family-owned businesses across 27 EU countries.
The analysis found that the environmental, social and governance dimensions of ESG significantly enhance business model innovation in family firms. Additionally, the interaction between environmental practices and digital capabilities significantly enhances business model innovation in family firms, while the interactions between social or governance practices and digital capabilities do not show significant effects.
The study supports the theoretical framework that integrates ESG practices into business model innovation, providing empirical evidence for the concept of sustainable business models. It emphasizes the importance of environmental sustainability, social engagement and robust governance in driving innovation.
Family business managers can use the findings to guide their innovation strategies by integrating ESG practices with digital capabilities. Policymakers can also benefit from understanding the importance of supporting ESG practices and digitalization in family businesses, fostering a regulatory environment that encourages sustainable innovation.
This research expands the theoretical understanding of how ESG practices and digital capabilities interact to foster BMI, particularly in family firms. By breaking down ESG practices into environmental, social and governance components, the study offers a detailed view of their interaction with digital capabilities.
The purpose of this research is to develop theory, thereby attending to the existing knowledge gap regarding the impact of family firms on entrepreneurial ecosystems (EEs). Reducing such a gap is both timely and relevant given the ubiquity of family firms across the globe and the lack of theoretical development at the intersection of EE and family firm literatures. By employing social capital theory in a propositional theorizing approach, this article presents unique propositions that enrich current understanding of the EE phenomenon.
Our method adopts a three-step propositional theorizing approach. The first step outlines our conceptualization, drawing on social capital theory and identifying multiple levels of analysis pertaining to EEs and family firms. The second step precisely identifies the constructs used for the theorization process, drawing upon relevant literature. The third step involves proposition building, which produces our findings.
As a result of our propositional theorizing method, we developed 10 theoretical propositions to explain interactions between family members, nonfamily entrepreneurs, family firms and new ventures in the EE, thereby focusing on the social elements of the EE and reducing its conceptual complexity while extending the explanatory power of family social capital in the EE.
Despite being increasingly relevant in research, policy and practice discourse, EEs remain under theorized. By theorizing in this context, we provide explanations of the mechanisms to explain social interactions between family members, nonfamily entrepreneurs, family firms and new ventures and how such interactions are likely to provide better access to the untapped resources in the EE. Furthermore, our theorization also identifies underexplored research areas paving the way for future scholars.
This article is relevant to practitioners and policymakers interested in creating balanced, inclusive and effective EE policies and interventions. Our theorization generates insights that complement a bottom-up approach where the state assumes a facilitating role for actors such as family firms to positively impact their EE. This research is both timely and necessary because, if unaddressed, it will lead to ineffective and potentially exclusionary policies and EE interventions.
We contribute to the literature by synthesizing the two domains and thereby advancing knowledge at the intersection of EE and family firm literatures. We strengthen the link between two burgeoning research areas through a propositional theorizing mode of theory development. Under the assumptions of a grand theory, social capital theory, we high
The succession phenomenon in family-owned businesses (F-OB) determines their future viability and success. This study aims to provide insight into key research areas related to F-OB’s succession and identify gaps in current literature that can be explored in future research.
The research article analysis was conducted using bibliometric techniques with VOS viewer and R-Studio Software. This study analyzed 799 articles from the Web of Science (1993–2023) to assess succession in F-OBs and future research directions.
This bibliometric study provides evolutionary publication trends on the succession of F-OBs. It also identified journals, universities, future trends, thematic maps, cluster networks, authorship countries, theoretical lenses and research gaps linked with F-OB’s succession.
This study focuses on the trends and research themes that have influenced and progressed the comprehension of succession phenomena and dynamics associated with the survival of F-OBs. By conducting a bibliometric analysis of these influential studies, the research provides an overview of significant advancements. It highlights gaps that can be addressed as future research opportunities to enhance the succession processes of F-OBs.
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