不同资源能力配置与竞争力的关系——匈牙利家族企业与非家族企业的比较研究

IF 3.6 Q2 MANAGEMENT Journal of Family Business Management Pub Date : 2023-11-07 DOI:10.1108/jfbm-08-2023-0145
Zoltán Kárpáti, Adrienn Ferincz, Balázs Felsmann
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引用次数: 0

摘要

本文的目的是识别匈牙利家族企业和非家族企业之间不同类型的资源和能力配置,并探索哪些组成可以被认为是有竞争力的。在一个竞争激烈、充满活力的世界里,了解哪些资源和能力可以带来更高水平的竞争力是至关重要的。设计/方法/方法本文基于2018年11月至2019年7月在匈牙利进行的定量竞争力调查。作者使用企业竞争力指数(FCI)来衡量竞争力,并使用资源基础观点(RBV)方法来了解基于32个变量的资源和能力配置对更高水平的竞争力负责。本文采用探索性因子分析和聚类分析方法分析了股权对企业竞争力的影响。最终的样本量包括111家公司,其中53家被确定为家族企业,58家被确定为非家族企业。因子分析揭示了决定资源和能力的五个因素:“运营”、“领导力”、“知识管理”、“转型”和“网络”。基于这些因素,聚类分析将家族企业和非家族企业类型划分为“滞后能力”、“知识型领导”、“创新与转型型管理”、“关系导向型管理”和“业务运营导向型管理”五类。结果表明,非家族企业更注重运营和领导能力,其FCI高于家族企业,而家族企业可能会在网络、转型和知识管理能力方面投入更多。通过定义家族企业和非家族企业获得竞争力所依赖的不同配置,本文将一个基本要素应用于匈牙利和中东的家族企业研究背景。研究结果有助于家族企业文献的发展,并指出了家族企业向更高水平的专业化和竞争力转变应重点关注的具体资源和能力。通过比较家族企业和非家族企业不同类型的竞争力特征,使企业能够评估定制的影响。
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Relationship between different resource and capability configurations and competitiveness – comparative study of Hungarian family and nonfamily firms
Purpose The purpose of this paper is to identify different types of resource and capability configurations among Hungarian family and nonfamily firms and explore which compositions can be considered competitive. In a rivalrous, dynamic world, understanding which sets of resources and capabilities lead to a higher level of competitiveness is vital. Design/methodology/approach This paper is based on a quantitative competitiveness survey carried out between November 2018 and July 2019 in Hungary. The authors used the Firm Competitiveness Index (FCI) to measure competitiveness and the resource-based view (RBV) approach to understand which configurations of resources and capabilities are responsible for a higher level of competitiveness based on 32 variables. An exploratory factor and cluster analysis were conducted to analyze the ownership's effect on firm competitiveness. The final sample size contained 111 companies, of which 53 were identified as family and 58 as nonfamily firms. Findings Factor analysis reveals five factors determining resources and capabilities: “operational,” “leadership,” “knowledge management,” “transformation” and “networking.” Based on these factors, the cluster analysis identified five groups in terms of types of family and nonfamily firms: “Lagging capabilities,” “Knowledge-based leadership,” “Innovativeness and transformation-oriented management,” “Relationship-oriented management” and “Business operation-oriented management.” Results show that nonfamily businesses focus on operational and leadership capabilities, reaching a higher FCI than family businesses, which are likely to invest more in their networking, transformation and knowledge management capabilities. Originality/value By defining the different configurations family and nonfamily firms rely on to reach competitiveness, the paper applies an essential element to the Hungarian and Middle Eastern European contexts of family business research. The findings contribute to developing family business literature and point out specific resources and capabilities family firms should focus on to shift toward reaching a higher level of professionalization and competitiveness. The characterization of different types of competitiveness comparing family and nonfamily firms enables the firms to assess customized implications.
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来源期刊
CiteScore
5.50
自引率
33.30%
发文量
51
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