The Family Innovator's Dilemma: How Family Influence Affects the Adoption of Discontinuous Technologies by Incumbent Firms

By Andreas König, Nadine H. Kammerlander, Albrecht Enders. 2013

434 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/f98ac3e2134aa63cc71f4dbd6c54cbc87c7ce5f7

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Citations in the corpus

Doing More with Less: Innovation Input and Output in Family Firms (2016, methodology): “Indeed, the community of family firm employees has been labeled a “pseudo-family” (König et al., 2013; Tan & Fock, 2001), and tenures appear to be substantially longer in family firms compared to in nonfamily firms (Lansberg, 1999), leading to high levels of experience and deep task-, product-, and ”
Innovation in Family Firms: A Systematic Literature Review and Guidance for Future Research (2018, methodology): “However, family influence weakens the strength of other well-known barriers, such as formalization, resource dependence on external capital providers and political resistance, so that once discontinuous technologies are recognized, they are quickly adopted (König et al. 2013).”
Determinants of women entrepreneurs' firm performance in a hostile environment (2017, background): “Family members may impede the long-term growth of the business (Koenig et al., 2013; Mitra, 2002; Renzulli, Aldrich, & Moody, 2000).”
Family firm internationalization: heritage assets and the impact of bifurcation bias (2018, positive): “On the other hand, SEW promotes emotional ties to heritage assets, and can create mental model rigidity in family firms, which may slow down innovation recognition (König et al. , 2013).”
The impact of small- and medium-sized family firms on economic growth (2015, background): “Theory suggests that family firms should be better implementers of discontinuous technologies than nonfamily firms (König et al. 2013); indeed, research has found that when performance is below aspirations, family firms increase their R&D investments more than non-family firms (Chrisman and Patel 20”
An Attention‐Based View of Family Firm Adaptation to Discontinuous Technological Change: Exploring the Role of Family CEOs' Noneconomic Goals (2015, background): “König et al. (2013) argue that the family firm’s focus on command, continuity,”
Innovation with Limited Resources: Management Lessons from the German Mittelstand (2018, background): “…a larger firm, their impact is actually understated in these statistics, see Cernat, Norman-L opez, & Duch T-Figueras (2014). article explores in more detail in the next section, together with their general reluctance to open the firm’s doors to outsiders (K€onig, Kammerlander, and Enders, 2013).”
Exogenous shocks and the adaptive capacity of family firms: exploring behavioral changes and digital technologies in the COVID‐19 pandemic (2021, background): “, 2016), which are facilitated by their combination of ownership and management (König et al., 2013), their entrepreneurial orientation (Zahra et al.”