Doing More with Less: Innovation Input and Output in Family Firms

By P. Duran, Nadine H. Kammerlander, Marc van Essen, Thomas M. Zellweger. 2016

827 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/b77d7f8653dd33052ee31dad7aeafea1911e40fa

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Citations in the corpus

Family Business Growth Around the World (2020, background): “Moreover, they may produce more innovation output than others (De Massis et al., 2015; Duran et al., 2016).”
Technological Innovation Inputs, Outputs, and Performance (2016, background): “Similarly, Duran et al. (2015) maintain that family firms with a family chief executive officer invest less in innovation but have an increased conversion rate of innovation input into output and, ultimately, a higher innovation output than do other firms.”
Innovation with Limited Resources: Management Lessons from the German Mittelstand (2018, background): “Family firm innovation (Chris- man, Chua, et al., 2015; De Massis, Kotlar, Frattini, Chrisman, and Nordqvist, 2016; Duran et al., 2016; Kotlar, Fang, De Massis, and Frattini, 2014; Kraiczy, Hack, and Kellermanns, 2015; Matzler, Veider, Hautz, and Stadler, 2015; Sciascia et al., 2015) Table 1.”
Driving factors of innovation in family and non-family SMEs (2018, background): “In recent years, a growing body of research on innovation can be observed (e.g., see the meta-analysis by Duran et al. 2016).”
Exogenous shocks and the adaptive capacity of family firms: exploring behavioral changes and digital technologies in the COVID‐19 pandemic (2021, background): “This research gap is astonishing because of their idiosyncratic innovation dynamics (König et al., 2013; Duran et al., 2016) – which are particularly driven by the family firms’ tradition and their ability to internalize and reinterpret knowledge (De Massis et al.”
Entrepreneurial orientation and innovation in family SMEs: Unveiling the (actual) impact of the Board of Directors (2018, background): “Relatedly, these findings suggest that the BoD has a key role in addressing the discrepancy between innovation inputs and outputs in family firms (Duran et al., 2016), and the paradox between their willingness to innovate and their ability to do so (Chrisman et al.”
Financial Wealth, Socioemotional Wealth, and IPO Underpricing in Family Firms: A Two-stage Gamble Model (2017, methodology): “For instance, a two-stage approach can provide new insights into how family owners’ perceptions of SEW losses associated with one stage of R&D investments influence their preferences of the amount or type of subsequent R&D investments, thus explaining the high variability in R&D investments observed”
Innovation agglomeration and urban hierarchy: evidence from Chinese cities (2021, background): “The equilibrium condition of the former is the maximization of utility on the demand side (Combes et al. 2012), while the latter is the maximization of profits (Duran et al. 2016).”
Innovation in Family Firms: A Systematic Literature Review and Guidance for Future Research (2018, methodology): “Instead, the recent meta-analysis of Duran et al. (2016) reveals the paradox of FFs investing less in innovation than non-FFs, with a higher innovation output.”