Innovation in family and non-family SMEs: an exploratory analysis

By N. Classen, Martin A. Carree, Anita Van Gils, Bettina Peters. 2014

276 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/6a954df052e87b82c185a4ea74aff861b33258d5

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In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Driving factors of innovation in family and non-family SMEs (2018, background): “However, only few studies compared innovation activities of family and non-family firms (Classen et al. 2014; De Massis et al. 2015) although research has shown that family firms differ for example in the perception of opportunities and barriers to innovation (e.g., see Zahra et al. 2007).”
Implications of Family Business Employment for Employees’ Innovative Work Involvement (2015, methodology): “As such, our study offers further insight on some of the underlying sources of the innovation strengths of FBs, particularly in the domain of exploitative innovations (Classen et al., 2013; Nieto et al., 2013).”
Innovation processes in family firms: the relevance of organizational flexibility (2016, background): “As Classen et al. (2014) point out, these characteristics of innovation may have specific implications for family owned firms (Zellweger 2007; Miller et al.”
Technological Innovation Inputs, Outputs, and Performance (2016, background): “Among innovating firms, family-managed firms tend to invest less intensively than non–family-managed firms (Classen et al., 2014), most likely because the strength of the family in management teams increases the focus on family goals and values and, striving to protect socioemotional wealth (Gomez-M”
The impact of small- and medium-sized family firms on economic growth (2015, background): “In general, family SMEs are less innovative compared to non-family SMEs (Chrisman et al. 2015; Classen et al. 2014; De Massis et al. 2013a; GómezMejı́a et al. 2011) because of inertia, lack of specialized talent, emotional ties with existing products and assets, traditions restricting change,…”