Family firm configurations for high performance : the role of entrepreneurship and ambidexterity

Hughes, Mathew; Filser, Matthias; Harms, Rainer; Kraus, Sascha; Chang, Man-Ling; Cheng, Cheng-Feng

doi:10.1111/1467-8551.12263

Publication type:	Article in scientific journal
Type of review:	Peer review (publication)
Title:	Family firm configurations for high performance : the role of entrepreneurship and ambidexterity
Authors:	Hughes, Mathew Filser, Matthias Harms, Rainer Kraus, Sascha Chang, Man-Ling Cheng, Cheng-Feng
et. al:	No
DOI:	10.1111/1467-8551.12263
Published in:	British Journal of Management
Volume(Issue):	29
Issue:	4
Page(s):	595
Pages to:	612
Issue Date:	3-Oct-2017
Publisher / Ed. Institution:	Wiley
ISSN:	1467-8551 1045-3172
Language:	English
Subject (DDC):	658.4: Executive Management
Abstract:	The performance drivers of family firms have spawned considerable research interest. Almost exclusively this research has relied on independent sets of explanatory variables in linear analyses. These analyses mask the complex interdependencies that are likely to exist among key success factors, leading to faulty theory and misspecified implications for practice. As treatment, the authors propose a configuration approach to family firm performance that accounts for complex interdependencies among entrepreneurial, innovation and family influence conditions. Using a fuzzy set qualitative comparative analysis of a sample of 129 Finnish family firms, the authors identify sufficient conditions with regard to the existence or absence of antecedent conditions to family firm performance. These conditions include entrepreneurial orientation, exploration and exploitation activities that form causal paths towards family firm performance. To enrich the analysis, the authors theorize and empirically analyse how these conditions might differ in family firms with high and low levels of family influence. They deepen the current understanding of configurations that promote the performance of family firms, offer important implications for theory and practice, and set new directions for future research on the strategic management of family firms. The results are also virtually identical and insensitive to change across subjective and objective performance measures.
URI:	https://digitalcollection.zhaw.ch/handle/11475/17551
Fulltext version:	Published version
License (according to publishing contract):	Licence according to publishing contract
Departement:	School of Management and Law
Organisational Unit:	Institute of Innovation and Entrepreneurship (IIE)
Appears in collections:	Publikationen School of Management and Law

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Hughes, M., Filser, M., Harms, R., Kraus, S., Chang, M.-L., & Cheng, C.-F. (2017). Family firm configurations for high performance : the role of entrepreneurship and ambidexterity. British Journal of Management, 29(4), 595–612. https://doi.org/10.1111/1467-8551.12263

Hughes, M. et al. (2017) ‘Family firm configurations for high performance : the role of entrepreneurship and ambidexterity’, British Journal of Management, 29(4), pp. 595–612. Available at: https://doi.org/10.1111/1467-8551.12263.

M. Hughes, M. Filser, R. Harms, S. Kraus, M.-L. Chang, and C.-F. Cheng, “Family firm configurations for high performance : the role of entrepreneurship and ambidexterity,” British Journal of Management, vol. 29, no. 4, pp. 595–612, Oct. 2017, doi: 10.1111/1467-8551.12263.

HUGHES, Mathew, Matthias FILSER, Rainer HARMS, Sascha KRAUS, Man-Ling CHANG und Cheng-Feng CHENG, 2017. Family firm configurations for high performance : the role of entrepreneurship and ambidexterity. British Journal of Management. 3 Oktober 2017. Bd. 29, Nr. 4, S. 595–612. DOI 10.1111/1467-8551.12263

Hughes, Mathew, Matthias Filser, Rainer Harms, Sascha Kraus, Man-Ling Chang, and Cheng-Feng Cheng. 2017. “Family Firm Configurations for High Performance : The Role of Entrepreneurship and Ambidexterity.” British Journal of Management 29 (4): 595–612. https://doi.org/10.1111/1467-8551.12263.

Hughes, Mathew, et al. “Family Firm Configurations for High Performance : The Role of Entrepreneurship and Ambidexterity.” British Journal of Management, vol. 29, no. 4, Oct. 2017, pp. 595–612, https://doi.org/10.1111/1467-8551.12263.