Knowledge Integration and Dynamic Organizational Adaptation in Family Firms

By Carlo Salvato. 2008

381 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/897597eba87f99af760586c28ba2754325ede703

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Citations in the corpus

Innovation and Family Ownership: Empirical Evidence from India (2014, background): “Their economics of scale and technological competence are far superior to other types of firms (Chirico & Salvato, 2008).”
Resource orchestration in family firms: investigating how entrepreneurial orientation, generational involvement, and participative strategy affect performance (2011, background): “Participation allows the interplay among a variety of perspectives and leads to a rich internal network of heterogeneous knowledge that supports the effective use of resources (cf. Chirico, 2008; Chirico and Salvato, 2008; Chirico et al., forthcoming).”
Dynamic capabilities and trans-generational value creation in family firms: The role of organizational culture (2010, background): “, 1997), including in family businesses (Chirico and Salvato, 2008; Salvato and Melin, 2008).”
Influence of CEO characteristics in family firms internationalization (2017, background): “In FF, knowledge is defined as the skills that family members have acquired and gained through education and experience inside and outside the company (Cabrera-Suárez, Saá-Pérez, & GarcíaAlmeida, 2001; Chirico & Salvato, 2008; Kellermanns, Eddleston, Barnett, & Pearson, 2008).”
Exit Strategies in Family Firms: How Socioemotional Wealth Drives the Threshold of Performance (2013, positive): “Family firms also tend to share characteristics such as a long-term strategic orientation, a strong collective identity and set of family values, a unique social context, and an extraordinary emotional commitment to firm survival (Chirico & Salvato, 2008; Chirico, Sirmon, Sciascia, & Mazzola, 2011).”
Owner‐Management, Firm Age, and Productivity in Italian Family Firms (2014, background): “…to exchange knowledge more efficiently, and with greater privacy, than non-family firms and to develop specific knowledge and dynamic capabilities for resource-recombination which remain within the family and the business through the generations (Chirico and Salvato, 2008; Salvato and Melin, 2008).”
Exogenous shocks and the adaptive capacity of family firms: exploring behavioral changes and digital technologies in the COVID‐19 pandemic (2021, background): “…orientation (Zahra et al., 2004), their ability to internalize and reinterpret knowledge that pertains to the family firm’s tradition (Chirico and Salvato, 2008; De Massis et al., 2016; Kotlar et al., 2020; Soluk et al., 2021), and their access to long- serving, loyal employees…”
Nexus between social capital and performance of micro and small firms in an emerging economy: The mediating role of innovation (2017, methodology): “It was measured in three different levels using process, solution, and product and service innovation, as used by Chirico and Salvato (2014).”
A Socioemotional Wealth Perspective on how Collaboration Intensity, Trust, and International Market Knowledge affect Family Firms' Multinationality (2016, background): “However, rarely do family firms possess sufficient international market knowledge internally (e.g., Chirico & Salvato, 2008; Graves & Thomas, 2008) to become multinational, and must therefore go outside its borders to acquire it.”
How Familial Is Family Social Capital? Analyzing Bonding Social Capital in Family and Nonfamily Firms (2018, background): “Managers of family firms are more successful at combining diverse information than managers of nonfamily firms because knowledge integration is facilitated by close-knit groups with a strong identity (Chirico & Salvato, 2008).”
Under the radar: Industry entry by user entrepreneurs (2010, background): “Successful innovators need the ability to identify external knowledge as an important input to innovation and commercialization, and must have the capability of combining new and existing knowledge (Alvarez & Barney, 2005; Brockman & Morgan, 2003; Chirico & Salvato, 2008).”
Enhancing the success of organizational change (2009, background): “Allowing individuals to participate in the change process is recognized as one of the most popular strategies undertaken to combat resistance ( Chirico and Salvato, 2008”
Knowledge Internalization and Product Development in Family Firms: When Relational and Affective Factors Matter (2016, background): “…supports the role of external knowledge in PD (e.g., Cassiman & Veugelers, 2006), the focus of our study is on knowledge that is internal to the family firm given the centrality of the family in entrepreneurial processes (Chirico & Salvato, 2008; Kellermanns, Eddleston, Sarathy, & Murphy, 2012).”
Entrepreneurship and Family Firm Research: A Bibliometric Analysis of An Emerging Field* (2016, background): “…analyzes: (1) the relevant resources for the implementation of enterprise portfolio strategies in family firms (Sieger et al. 2011); and (2) how those resources are combined to furnish dynamic capabilities that allow the company to better adapt to their environment (Chirico and Salvato 2008).”