Resource orchestration in family firms: investigating how entrepreneurial orientation, generational involvement, and participative strategy affect performance

By David G. Sirmon, Salvatore Sciascia, Pietro Mazzola. 2011

485 citations recorded by the source corpus.

Drawing on the process of resource orchestration, we argue a co-alignment of multiple factors is needed for family firms to increase performance through entrepreneurship. Specifically, we posit that entrepreneurial orientation provides the mobilizing vision to use the heterogeneous yet complementary knowledge and experiences offered by increased generational involvement toward entrepreneurship. However, without a coordinating mechanism, generational involvement leads to conflict and negative outcomes. When, instead, it is also coordinated via a participative strategy, performance gains are achieved. In sum, results suggest that realizing the benefits from entrepreneurship in family firms is a complicated matter affected by the synchronization of entrepreneurial orientation, generational involvement, and participative strategy. Copyright © 2011 Strategic Management Society.

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

View Paper: https://www.semanticscholar.org/paper/cbc07ca980553942fadb69d51f2e9de37220a788

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Citations in the corpus

The influence of a digital strategy on the digitalization of new ventures: The mediating effect of digital capabilities and a digital culture (2021, background): “The theory is preferred in strategy analysis over the resource-based view with respect to the alignment of resources and strategy relationships as well as value-adding capabilities (Chirico et al., 2011; Gruber et al., 2010; Sirmon et al., 2010).”
Does Family Involvement in Management Reduce the Risk of Business Failure? The Moderating Role of Entrepreneurial Orientation (2016, background): “Within the family firm, such conflict may easily expand from professional to personal and familial relationships (Chirico et al., 2011; Kellermanns & Eddleston, 2004), giving rise to animosity and personal antipathies (Jehn, 1995), and obstructing debate and collaborative exchanges of divergent poin”
The mediating role of entrepreneurial orientation: A meta-analysis of resource orchestration and cultural contingencies (2017, background): “While a growing list of studies have relied on resource orchestration as a theoretical basis (e.g., Chadwick, Super, & Kwon, 2015; Chirico et al., 2011; Mannor, Shamsie, & Conlon, 2016; Wales, Patel, Parida, & Kreiser, 2013) none have theoretically investigated how EO mediates the…”
Entrepreneurship and Family Firm Research: A Bibliometric Analysis of An Emerging Field* (2016, background): “…both theoretically and empirically the specific application of EO or some of its dimensions to the case of family businesses, reflecting the effort to incorporate into the field of family firm recent developments in the literature on EO (Chirico et al. 2011; Lumpkin, Brigham, and Moss 2010).”
The entrepreneurial orientation–performance relationship in private family firms: the moderating role of socioemotional wealth (2014, methodology): “Therefore, several recent studies (e.g. Casillas and Moreno 2010; Casillas et al. 2010; Chirico et al. 2011) investigated family firm specific variables such as family and generational involvement as moderators on the EO–performance relationship.”
Knowledge Internalization and Product Development in Family Firms: When Relational and Affective Factors Matter (2016, background): “Also, such conflicts may be coupled with positive task conflicts, which mitigate and neutralize their negative effects (see Chirico et al., 2011).”
The effect of socioemotional wealth on the relationship between entrepreneurial orientation and family business performance (2019, background): “benefits from entrepreneurship (Chirico et al., 2011) as well as the heterogeneity among family firms, which is noted in the literature (Chua et al.”