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Call for Chapters: Challenges and Opportunities for the Strategic Management of Family Businesses

  • 1.  Call for Chapters: Challenges and Opportunities for the Strategic Management of Family Businesses

    Posted 01-28-2019 20:34

    Call for Chapters

    Challenges and Opportunities for the Strategic Management of Family Businesses

    Editors

    Jesús Manuel Palma-Ruiz, Autonomous University of Chihuahua (Mexico)
    Ismael Barros Contreras, Austral University of Chile (Chile) & Lancaster University Management School (UK)
    Luca Gnan, Tor Vergata University (Italy)

    Call for Chapters

    Proposals Submission Deadline: March 12, 2019
    Full Chapters Due: July 10, 2019
    Submission Date: November 2, 2019

    Introduction

    The research carried out in recent years in the field of strategy consistently shows that the strategies that characterize successful family businesses are different from those employed by non-family companies (Chrisman et al., 2005). Indeed, there is a growing consensus that the process of strategic formulation differs between companies that are familiar and those that are not (Chua et al., 2003). As noted by Sharma et al. (1997) the differences can be in the set of objectives, in the way in which the strategic process is carried out or in the participants that take part in this process. Precisely, the family business literature has shown that family strategy and values influence the generation process of its strategy (Fletcher et al., 2012), non-financial objectives (Astrachan & Jaskiewicz, 2008; Gómez-Mejía et al., 2007, Zellweger et al., 2013), networks and long-term relationships fostered by trust and altruism (Carney, 2005; Karra et al., 2006), the identity of the family brand (Craig et al., 2008), or the perspective of generational permanence (Le Breton-Miller & Miller, 2006). This way of proceeding also makes it possible to differentiate the strategic process of family businesses from that used by non-family companies (Astrachan, 2010; Miller et al., 2018). Delving into the sources of these differences in strategic behavior between both types of companies, researchers have considered different aspects of the company relevant, in particular, the disparity of vision (Chua et al., 2003), the objectives (Chua et al., 2018), professionalization (Gnan & Songini, 2003), size and financial structure (Romano et al., 2001), resources and capabilities (Chua et al., 2003) or corporate governance (Gnan et al., 2013a; Gnan et al., 2015).

    In particular, the resource-based approach and the theory of agency, are the two theoretical approaches that have dominated research on family business strategy (Astrachan, 2010). Using the resource-based approach in the family business (Cabrera-Suárez et al., 2001; Habbershon et al., 2003; Sirmon & Hitt, 2003) research has observed how the presence of the family (in relation to its values, traditions, and priorities) in the company affects the choice of strategies (Chrisman et al., 2009; Gnan & Montemerlo, 2001). It is argued that the resources that the family business owns are due to the interaction of the family, its individual members and the company ('familiness') (Habbershon & Williams, 1999), which can lead to advantages based on the family, which is the means by which family businesses achieve the goal of creating transgenerational wealth (Habbershon et al., 2003) and which are the source of their distinctive behavior with respect to non-family businesses (Sirmon & Hitt, 2003) affecting the decision-making processes (Arregle et al., 2007; Sirmon & Hitt, 2003). In particular, the simultaneous participation of the family in property, government, and management (Gnan et al., 2013b; Klein et al., 2005), family relationships (Eddleston et al., 2008) or the desire is put as examples of succession (Cabrera-Suárez et al., 2001).

    Another theoretical approach that has been incorporated into the understanding of the strategic behavior of family businesses is the stakeholder approach. The family is one of the main interest groups in the family business (Zellweger & Nason, 2008) that influences the strategic behavior of the company. High levels of family participation increase the intensity of the influence on innovation and growth in family businesses (Casillas et al., 2010). Family influence plays an essential role in the achievement of strategic adequacy (strategy and structure) and, in turn, in the result of superior performance (Lindow et al., 2010). Family control has a positive effect on the return on investment when ownership and control are aligned (Bjuggren & Palmberg, 2010). Family ownership is positively associated with the performance of the company; this positive association is particularly strong when family members serve as CEOs, senior executives or directors in family businesses (Zattoni et al., 2015). In short, the theory of stakeholders in their application to the family business, can explain how different participants, through the interaction of their participation, power, legitimacy, and urgency in the formulation of goals and strategies of the organization, intervene in the definition of what resources should be acquired and the costs that should be eliminated or amplified (Mitchell et al., 1997).

    Finally, we can point out other approaches that have had less intensity in the study of the strategic behavior of the family business, such as the theories of social capital, contingency, prospective or institutional, dynamic capabilities, the economics of transaction costs, and the stewardship approach. Some of the results obtained applying these approaches refer to the lack of evidence about the relationship between family businesses and institutional development (Jiang & Peng, 2011), regional growth (Barros et al., 2017), to the positive effects on the performance produced by connections and relationships of the family business with the community (Miller et al., 2009), the relationship of internal social capital with satisfaction at work, in the family and with the performance of the family business (Carr et al., 2011), since the participatory strategic process is positively related to the company´s performance (Chirico et al., 2011). Altruism reduces the conflict of relationships and improves the participatory strategic process (Eddleston & Kellermanns, 2007). The combination of these perspectives can allow a better understanding of the conditions under which the positive forces of family participation can be developed and directed towards the achievement of economic and non-economic objectives, contributing to the development of a theory of strategic management of the family business (Chrisman et al., 2005). The theory of dynamic capabilities has received considerable attention in the literature on business strategy (Eisenhardt & Martin, 2000; Teece, 2007, 2014, 2018; Winter, 2003; Zollo & Winter, 2002). From this approach, dynamic capabilities are considered as the ability of an organization to purposefully create, extend or modify its resource base (Helfat et al., 2007). Dynamic capabilities allow a company to expand or create common capabilities through access and recombination of knowledge, allowing success over time (Eisenhardt & Martin, 2000; Zollo & Winter, 2002). Therefore, from this approach it is considered that knowledge is one of the most relevant elements of the dynamic capacities (Foss, 2005), allowing the acquisition of skills, learning, and accumulation of intangible or indivisible resources in the organization (Teece, 2007). In the field of family business, there is still limited research dedicated to the study of dynamic capacities (Colombo et al., 2006; Chirico, 2006; Chirico & Salvato, 2008, 2016; Chirico & Nordqvist, 2010; Chirico et al., 2012; Barros et al., 2016). Family businesses are a particular type of company where the generation of dynamic capacities can probably be developed distinctively, due to the specific conditions and characteristics offered by the process of knowledge management and learning in these companies.

    However, despite the advances in research, there are still steps to be taken in understanding the strategic behavior of family businesses about their evolution and dynamics (Chirico, 2008; Chirico et al., 2012; Daspit et al., 2017). Family dynamics also make family businesses different from non-family businesses (Chua et al., 1999) and as a consequence, family dynamics also affect the way in which the strategy is constructed and implemented in the company (Brunninge et al., 2007). Among the many distinctive features that can affect and alter the strategic process are long-term family relationships that foster trust, commitment, and responsibility (Astrachan, 2010). Families are different and so are their dynamics, resulting in different implications for the strategy, behavior of the company (Kellermanns et al., 2008) and ultimately for the continuity of the family business.

    References

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    Objective

    The literature on family business has developed significantly over the last years. However, efforts remain to summarize and systematize the main aspects that affect the behavior of this type of company. In this regard, the topic of strategic management has been developed since the beginning of this field of study, with special relevance nowadays. In this sense, it is especially important to recognize how the family decisively influences the behavior of the company, and also to identify how the existence of the company affects family dynamics. Those who manage family businesses, whether family or not, must reconcile both perspectives (business - family) in the definition of strategic objectives, allowing sustainability and continuity in this type of organization.

    This book aims to cover in perspective how the strategic management in the family business has been developed - identifying the objectives that sustain the strategic behavior, the main areas of analysis (family - business), the definition of strategies and their implementation. Also, the authors of this book review the different scenarios for family firms and propose strategies to tackle the challenges and seize the possibilities to grow in a competitive and dynamic environment.

    Target Audience

    The target audience of this book will be composed of professionals and researchers working in the field of family business, strategic management, organizational behavior, and entrepreneurship in various disciplines, e.g., economics, business administration, administrative sciences and management, education, sociology, among others. Moreover, the book will provide insights and support executives, academics, advisors and consultants, policy-makers and in general to all those linked to family businesses concerned with the strategic management, sustainability, and continuity of family business in different types of work communities and environments.

    Recommended Topics

    Proposed topics (but not limited to):
    - Emerging strategies to seize valuable opportunities for profit and growth
    - Entrepreneurial Leadership and Competitive Strategy in family business
    - Entrepreneurship-based models
    - Improving market performance through leadership
    - Trust in global networks
    - Guidance as a management strategy
    - Leadership and globalization
    - Competitive strategies in family business
    - Knowledge transfer, leadership, and best practices
    - Human capital development
    - Inter-organizational communication and knowledge
    - Information security and competition
    - Knowledge creation and leadership
    - Knowledge representation in family business
    - Organizational culture and leadership
    - Organizational learning and family business
    - Trust in organizational leadership
    - Economic development and corporate governance
    - Management and Information systems to foster leadership
    - Interpersonal trust and competitive strategy
    - Technology partnerships and leadership
    - Succession and governances across generations
    - Conflict management across generations in a family business
    - Trust and value creation in the family business
    - Socioemotional wealth and performance
    - Innovative performance and business models

    Submission Procedure

    Researchers and practitioners are invited to submit on or before March 12, 2019, a chapter proposal of 1,000 to 2,000 words explaining the mission and concerns of the proposed chapter. Authors will be notified by March 30, 2019, about the status of their proposals and sent chapter guidelines. Full chapters are expected to be submitted by July 10, 2019, and all interested authors must consult the guidelines for manuscript submissions at http://www.igi-global.com/publish/contributor-resources/before-you-write/ prior to submission. All submitted chapters will be reviewed on a double-blind review basis. Contributors may also be requested to serve as reviewers for this project.

    Note: There are no submission or acceptance fees for manuscripts submitted to this book publication. All manuscripts are accepted based on a double-blind peer review editorial process.

    All proposals should be submitted through the eEditorial Discovery®TM online submission manager.

    Publisher

    This book is scheduled to be published by IGI Global (formerly Idea Group Inc.), publisher of the "Information Science Reference" (formerly Idea Group Reference), "Medical Information Science Reference," "Business Science Reference," and "Engineering Science Reference" imprints. For additional information regarding the publisher, please visit www.igi-global.com. This publication is anticipated to be released in 2020.

    Important Dates

    Mar 12, 2019: Proposal submission deadline
    Apr 11, 2019: Notification of acceptance
    July 10, 2019: Full chapter submission
    Sep 7, 2019: Review results due to authors
    Oct 5, 2019: Revisions due from authors
    Oct 19, 2019: Final acceptance notification due to authors
    Nov 2, 2019: All final accepted materials due from authors

    Inquiries

    Jesús Manuel Palma-Ruiz, Autonomous University of Chihuahua (Mexico)
    jmpalma@uach.mx / jmpalmaruiz@gmail.com

    Ismael Barros Contreras, Austral University of Chile (Chile), Lancaster University School of Management (UK)
    ismaelbarros@uach.cl / i.barros@lancaster.ac.uk

    Luca Gnan, Tor Vergata University (Italy)
    luca.gnan@uniroma2.it

     



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    Prof. Luca Gnan
    Professor in Organizational Behavior
    Director of the Bachelor in Business Administration and Economics (https://economia.uniroma2.it/ba/business-administration-economics/)
    Editor in Chief of the International Journal of Transitions and Innovation Systems (http://www.inderscience.com/ijtis)
    Management and Law Department
    School of Economics
    Tor Vergata University
    Dipartimento Management e Diritto
    Facoltà di Economia
    Università degli Studi di Roma Tor Vergata
    Via Columbia, 2
    00133 Roma
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    Chi accoglie un pensiero non riceve qualcosa, ma qualcuno.
    Passate la palla, a volte è l'unica cosa che potete fare:
    prenderla, toccarla e poi passarla.
    Le Poëte est semblable au prince des nuées
    Qui hante la tempête et se rit de l'archer;
    Exilé sur le sol au milieu des huées,
    Ses ailes de géant l'empechent de marcher.
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