ror.org/02kb5sz66
Abstracts
Abstract
Drawing on the dynamic capabilities perspective we examine the relationship between top management team’s (TMT’s) involvement in strategic decision-making and family firm growth. Additionally, we posit that this relationship varies by firm’s prioritized growth mode, internal dynamism and environmental dynamism. Data from 357 German family firms suggest that family firms with highly involved TMTs are less likely to grow in contexts of high internal dynamism, whereas growth benefits from highly involved TMTs in context of environmental dynamism.
Keywords:
- Family firms,
- dynamic capabilities,
- top management teams,
- growth,
- internal dynamism,
- environmental dynamism
Résumé
En nous inspirant de la dynamic capabilities perspective, nous examinons la relation entre l’implication de l’équipe de direction dans la prise de décision stratégique et la croissance de l’entreprise familiale. De plus, nous postulons que cette relation varie selon le mode de croissance prioritaire de l’entreprise, le dynamisme interne et le dynamisme environnemental. Les données de 357 entreprises familiales allemandes suggèrent que les entreprises familiales avec des TMT fortement impliquées sont moins susceptibles de se développer dans des contextes de dynamisme interne élevé, alors que la croissance bénéficie de TMT fortement impliquées dans un contexte de dynamisme environnemental.
Mots-clés :
- Entreprises familiales,
- capacités dynamiques,
- top management teams,
- croissance,
- dynamisme interne,
- dynamisme environnemental
Resumen
Basándonos en la perspectiva de las capacidades dinámicas, en este artículo examinamos la relación entre la participación de los equipos de alta dirección en la toma de decisiones y en el crecimiento de las empresas familiares. Además, argumentamos que esta relación varía según el modo de crecimiento priorizado de la empresa, el dinamismo interno y el dinamismo del entorno. Usando datos de 357 empresas familiares alemanas, nuestros resultados sugieren que las empresas familiares con equipos de alta dirección altamente involucrados tienen menos probabilidades de crecer en contextos de alto dinamismo interno, mientras que, en entornos dinámicos, las empresas familiares se benefician de una participación alta de los equipos de alta dirección.
Palabras clave:
- Empresas familiares,
- capacidades dinámicas,
- equipos de alta dirección,
- crecimiento,
- dinamismo interno,
- entorno dinámico
Appendices
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