Resilience in family and nonfamily firms: an examination of the relationships between manufacturing strategy, competitive strategy and firm performance

By Moses Acquaah, Kwasi Amoako-Gyampah, Jayanth Jayaram. 2011

150 citations recorded by the source corpus.

Economic recessions that affect firms regardless of location, increased competition and changes in customer expectations, all contribute to disruptions that require firms to be resilient. Building resilience is a long-term strategic initiative that changes the way a firm operates by aligning linkages between functional strategies and competitive strategy. This article compares the relationship between manufacturing strategy and competitive strategy, and the relationship between manufacturing strategy and performance for family and nonfamily firms in the developing economy of Ghana. Using data from 122 manufacturing firms, the results indicate that delivery strategy is associated with the competitive strategy of cost leadership for family firms while flexibility is associated with cost leadership for nonfamily firms. Flexibility is related to the competitive strategy of differentiation for family firms but not for nonfamily firms. While delivery is associated with both sales growth and profitability for family firms, for nonfamily firms only flexibility is related to profitability. Our study suggests that family firms and nonfamily firms in Ghana use different manufacturing strategy components to build resilience. Implications of this pattern of results are discussed.

Subfields: Business and International Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/4e7a788e963966436a5c1883c8d42877db4b025d

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Citations in the corpus

What we know and do not know about organizational resilience (2018, background): “, it changes, while minimizing the effects due to changes and hazards) (Acquaah et al., 2011; Burnard & Bhamra, 2011; Demmer et al., 2011).”
Defining, Conceptualizing, and Measuring Organizational Resilience: A Multiple Case Study (2021, background): “Organizational resilience has been addressed in the fields of positive psychology [21], ecosystematics [22], engineering [23,24], and management [8,13].”
Antecedents of organizational resilience in economic crises—an empirical study of Swedish textile and clothing SMEs (2012, background): “Firstly, the ownermanagers considered employee collectiveness, know-how and well-being to be very much ingrained or obvious in case of small firms, as also found by Acquaah et al. (2011). So whether in crisis periods or not, these soft values are considerably high in small firms and do not directly ”
Does Family Involvement in Management Reduce the Risk of Business Failure? The Moderating Role of Entrepreneurial Orientation (2016, background): “Due to their distinct features in terms of ownership, structure, governance, and succession in management, family firms are likely to respond differently than nonfamily ones to the disruptions that threaten their survival (Acquaah et al., 2011).”
Organisational resilience capacity and firm product innovativeness and performance (2014, background): “…systems (McDaniels et al. 2008; Linnenluecke and Griffiths 2010), engineering (Riolli and Savicki 2003; Hollnagel, Woods, and Leveson 2006; Acquaah, Amoako-Gyampah, and Jayaram 2011), management (Mallak 1998; Hamel and Valikangas 2003) and supply chain management (Ross and Buffa 2009;…”
From Industry 4.0 towards Industry 5.0: A Review and Analysis of Paradigm Shift for the People, Organization and Technology (2022, background): “Resilience, as the ability to withstand disruptions and catastrophic events [105], which relies on people, has not been signiﬁcantly represented in the concept of Industry 4.0 by the research community.”
Conceptualization of SMEs’ business resilience: A systematic literature review (2021, background): “According to proponents of the RBV, possessing unique, rare and inimitable resources is desirable to advance companies’ competitive advantage and thus resilience especially in resource-scarce environments (Acquaah et al., 2011).”