A1 Alkuperäisartikkeli tieteellisessä aikakauslehdessä
A historical investigation of the strategic process within family firms (2006)
Kreiser, P. M., Ojala, J., Lamberg, J.-A., & Melander, A. (2006). A historical investigation of the strategic process within family firms. Journal of Management History, 12(1), 100-114. https://doi.org/10.1108/13552520610638300
JYU-tekijät tai -toimittajat
Julkaisun tiedot
Julkaisun kaikki tekijät tai toimittajat: Kreiser, Patrick M.; Ojala, Jari; Lamberg, Juha-Antti; Melander, Anders
Lehti tai sarja: Journal of Management History
ISSN: 1751-1348
eISSN: 1758-7751
Julkaisuvuosi: 2006
Volyymi: 12
Lehden numero: 1
Artikkelin sivunumerot: 100-114
Kustantaja: Emerald
Julkaisumaa: Yhdysvallat (USA)
Julkaisun kieli: englanti
DOI: https://doi.org/10.1108/13552520610638300
Julkaisun avoin saatavuus: Ei avoin
Julkaisukanavan avoin saatavuus:
Lisätietoja: An earlier version of this manuscript was presented at the 2005 Academy of Management (AOM) Conference in Honolulu, Hawaii. The elements of the code scheme are specified in Lamberg (2005).
Tiivistelmä
This study analyzed the historical development of the growth strategies of four family firms in the US, Finland, and Sweden.
Findings
The results of this study suggest that family firms typically adopt conservative strategies in the early part of their life cycle. During their formative years, family firms often implement financially conservative strategies and place an emphasis on maintaining tight control of the strategic decision‐making process within the family unit. However, the competitive pressures experienced by family firms over time often force these companies to embrace a more entrepreneurial posture during the latter stages of their life cycle.
Research limitations/implications
The stage in the company life cycle plays an important role in determining the strategic behavior of family firms. Future research aimed at replicating the results of this study may help shed further light on the strategic process that occurs within family firms.
Practical implications
Although the firms examined in this study were from various cultures, their strategic development over time was very similar. This tentatively suggests that the evolution of the strategic process that occurs within family firms may be generalizable across cultures.
Purpose
The primary purpose of this paper was to perform an in‐depth analysis of the strategic process that occurs within family firms.
Originality/value
Our findings indicate that there may be an important distinction between family firms and entrepreneurial organizations. That is, all family firms are not necessarily entrepreneurial, especially early on in their company life cycle.
YSO-asiasanat: paperiteollisuus; perheyritykset; yrittäjyys; taloushistoria
Vapaat asiasanat: Ruotsi; Suomi; Yhdysvallat
Liittyvät organisaatiot
OKM-raportointi: Kyllä
Alustava JUFO-taso: Not rated
