Culture of Family Commitment and Strategic Flexibility: The Moderating Effect of Stewardship

The ability of family firms to identify and respond to changes in their external environments can be a key source of competitive advantage leading to success and survival. Some research, however, has suggested family firms are conservative and often lack the ability to adapt to their changing competitive environments. Using data from 248 family firms, we found a family firm's culture of commitment to the business is positively associated with its strategic flexibility—the ability to pursue new opportunities and respond to threats in the competitive environment. Further, we found stewardship–oriented organizational culture positively moderated the family commitment–strategic flexibility relationship.

[1]  K. Eddleston,et al.  Resource Configuration in Family Firms: Linking Resources, Strategic Planning and Technological Opportunities to Performance , 2007 .

[2]  K. Eddleston,et al.  Destructive and productive family relationships: A stewardship theory perspective ☆ , 2007 .

[3]  V. Narayanan,et al.  Strategic schemas, strategic flexibility, and firm performance: the moderating role of industry clockspeed , 2007 .

[4]  Danny Miller,et al.  Why Do Some Family Businesses Out–Compete? Governance, Long–Term Orientations, and Sustainable Capability , 2006 .

[5]  Rolf van Dick,et al.  Social Identities and Commitments at Work: Toward an Integrative Model. , 2006 .

[6]  Ken G. Smith,et al.  Knowledge Exchange and Combination: The Role of Human Resource Practices in the Performance of High-Technology Firms , 2006 .

[7]  Danny Miller,et al.  Family Governance and Firm Performance: Agency, Stewardship, and Capabilities , 2006 .

[8]  Inmaculada Beltrán-Martín,et al.  Strategic flexibility as a moderator of the relationship between commitment to employees and performance in service firms , 2005 .

[9]  Sabine Klein,et al.  The F–PEC Scale of Family Influence: Construction, Validation, and Further Implication for Theory , 2005 .

[10]  R. Saavedra,et al.  The contagious leader: impact of the leader's mood on the mood of group members, group affective tone, and group processes. , 2005, The Journal of applied psychology.

[11]  M. Hitt,et al.  Strategic flexibility:Organizational preparedness to reverse ineffective strategic decisions , 2004 .

[12]  C. Salvato,et al.  Self–Serving or Self–Actualizing? Models of Man and Agency Costs in Different Types of Family Firms: A Commentary on “Comparing the Agency Costs of Family and Non–family Firms: Conceptual Issues and Exploratory Evidence” , 2004 .

[13]  James J. Chrisman,et al.  Entrepreneurial Management and Governance in Family Firms: An Introduction , 2004 .

[14]  Shaker A. Zahra,et al.  Entrepreneurship in Family vs. Non–Family Firms: A Resource–Based Analysis of the Effect of Organizational Culture , 2004 .

[15]  K. Eddleston,et al.  Feuding Families: When Conflict Does a Family Firm Good , 2004 .

[16]  I. MacMillan,et al.  A unified systems perspective of family firm performance , 2003 .

[17]  Ronald C. Anderson,et al.  Founding-Family Ownership and Firm Performance: Evidence from the S&P 500 , 2003 .

[18]  William S. Schulze,et al.  Exploring the Agency Consequences of Ownership Dispersion Among The Directors of Private Family Firms , 2003 .

[19]  P. Cardona,et al.  Modularity, strategic flexibility, and firm performance: A study of the home appliance industry , 2002 .

[20]  Sigal G. Barsade The Ripple Effect: Emotional Contagion and its Influence on Group Behavior , 2002 .

[21]  R. Eisenberger,et al.  Perceived organizational support: a review of the literature. , 2002, The Journal of applied psychology.

[22]  Peter S. Davis,et al.  The impact of time on the strategy–performance relationship: Implications for managers , 2002 .

[23]  M. Riketta,et al.  Attitudinal organizational commitment and job performance: a meta‐analysis , 2002 .

[24]  Kosmas X. Smyrnios,et al.  The F-PEC Scale of Family Influence: A Proposal for Solving the Family Business Definition Problem1 , 2002 .

[25]  J. Jenssen,et al.  The Effect of Founding Family Influence on Firm Value and Corporate Governance , 2001 .

[26]  Klaus G. Grunert,et al.  Why did we make that cheese? An empirically based framework for understanding what drives innovation activity , 2000 .

[27]  Allen C. Bluedorn,et al.  The relationship between corporate entrepreneurship and strategic management , 1999 .

[28]  Candace E Young-Ybarra,et al.  Strategic Flexibility in Information Technology Alliances: the Influence of Transaction Cost Economics and Social Exchange Theory , 1999 .

[29]  Barbara W. Keats,et al.  Navigating in the new competitive landscape: Building strategic flexibility and competitive advantage in the 21st century , 1998 .

[30]  G. Haynes,et al.  Revisiting the Study of Family Businesses: Methodological Challenges, Dilemmas, and Alternative Approaches , 1998 .

[31]  J. H. Davis,et al.  TOWARD A STEWARDSHIP THEORY OF MANAGEMENT , 1997 .

[32]  John A. Davis,et al.  Generation to Generation: Life Cycles of the Family Business , 1997 .

[33]  M. Gopinath,et al.  Competitiveness of U.S. Food Processing: Benefits from Primary Agriculture , 1996 .

[34]  Henk W. Volberda,et al.  Towards The Flexible Form: How To Remain Vital in Hypercompetitive Environments , 1996 .

[35]  R. Sanchez Strategic flexibility in product competition , 1995 .

[36]  Monder Ram,et al.  Relative Merits: Family Culture and Kinship in Small Firms , 1993 .

[37]  John P. Meyer,et al.  Commitment to organizations and occupations: Extension and test of a three-component conceptualization. , 1993 .

[38]  John P. Meyer,et al.  A three-component conceptualization of organizational commitment , 1991 .

[39]  J. S. Evans STRATEGIC FLEXIBILITY FOR HIGH TECHNOLOGY MANOEUVRES: A CONCEPTUAL FRAMEWORK , 1991 .

[40]  John C. Narver,et al.  The Effect of a Market Orientation on Business Profitability , 1990 .

[41]  P. M. Podsakoff,et al.  Self-Reports in Organizational Research: Problems and Prospects , 1986 .

[42]  Gregory G. Dess,et al.  Measuring organizational performance in the absence of objective measures: The case of the privately-held firm and conglomerate business unit , 1984 .

[43]  G. Geeraerts,et al.  The Effect of Ownership on the Organization Structure in Small Firms , 1984 .

[44]  Ivan Lansberg Managing human resources in family firms: The problem of institutional overlap , 1983 .

[45]  W. Ouchi A Conceptual Framework for the Design of Organizational Control Mechanisms , 1979 .