M. Hughes
Family Firm Configurations for High Performance: The Role of Entrepreneurship and Ambidexterity
Hughes, M.; Filser, M.; Harms, R.; Kraus, S.; Chang, M.-L.; Cheng, C.-F.
Authors
M. Filser
R. Harms
S. Kraus
M.-L. Chang
C.-F. Cheng
Abstract
The performance drivers of family firms have spawned considerable research interest. Almost exclusively this research has relied on independent sets of explanatory variables in linear analyses. These analyses mask the complex interdependencies that are likely to exist among key success factors, leading to faulty theory and misspecified implications for practice. As treatment, the authors propose a configuration approach to family firm performance that accounts for complex interdependencies among entrepreneurial, innovation and family influence conditions. Using a fuzzy set qualitative comparative analysis of a sample of 129 Finnish family firms, the authors identify sufficient conditions with regard to the existence or absence of antecedent conditions to family firm performance. These conditions include entrepreneurial orientation, exploration and exploitation activities that form causal paths towards family firm performance. To enrich the analysis, the authors theorize and empirically analyse how these conditions might differ in family firms with high and low levels of family influence. They deepen the current understanding of configurations that promote the performance of family firms, offer important implications for theory and practice, and set new directions for future research on the strategic management of family firms. The results are also virtually identical and insensitive to change across subjective and objective performance measures.
Citation
Hughes, M., Filser, M., Harms, R., Kraus, S., Chang, M.-L., & Cheng, C.-F. (2018). Family Firm Configurations for High Performance: The Role of Entrepreneurship and Ambidexterity. British Journal of Management, 29(4), 595-612. https://doi.org/10.1111/1467-8551.12263
Journal Article Type | Article |
---|---|
Acceptance Date | Aug 24, 2017 |
Online Publication Date | Dec 6, 2017 |
Publication Date | Oct 6, 2018 |
Deposit Date | Sep 6, 2019 |
Publicly Available Date | Dec 6, 2019 |
Journal | British Journal of Management |
Print ISSN | 1045-3172 |
Electronic ISSN | 1467-8551 |
Publisher | Wiley |
Peer Reviewed | Peer Reviewed |
Volume | 29 |
Issue | 4 |
Pages | 595-612 |
DOI | https://doi.org/10.1111/1467-8551.12263 |
Public URL | https://durham-repository.worktribe.com/output/1287625 |
Files
Accepted Journal Article
(208 Kb)
PDF
Copyright Statement
This is the accepted version of the following article: Hughes, M., Filser, M., Harms, R., Kraus, S., Chang, M.-L. & Cheng, C.-F. (2018). Family Firm Configurations for High Performance: The Role of Entrepreneurship and Ambidexterity. British Journal of Management 29(4): 595-612, which has been published in final form at https://doi.org/10.1111/1467-8551.12263. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for self-archiving.
You might also like
Converting sporting capacity to entrepreneurial capacity: A process perspective
(2021)
Journal Article
Business Model Innovation: A Systematic Literature Review
(2020)
Journal Article
Technological Innovation, Firm Performance, and Institutional Context: A Meta-Analysis
(2020)
Journal Article
Exploring the Future of Startup Leadership Development
(2020)
Journal Article
Opportunity Recognition: Conversational Foundations and Pathways Ahead
(2020)
Journal Article
Downloadable Citations
About Durham Research Online (DRO)
Administrator e-mail: dro.admin@durham.ac.uk
This application uses the following open-source libraries:
SheetJS Community Edition
Apache License Version 2.0 (http://www.apache.org/licenses/)
PDF.js
Apache License Version 2.0 (http://www.apache.org/licenses/)
Font Awesome
SIL OFL 1.1 (http://scripts.sil.org/OFL)
MIT License (http://opensource.org/licenses/mit-license.html)
CC BY 3.0 ( http://creativecommons.org/licenses/by/3.0/)
Powered by Worktribe © 2025
Advanced Search