Between a strategic rock and a hard place: Planning and flexibility in family and non-family firms

Clay Dibrell; Justin B Craig

Between a strategic rock and a hard place: Planning and flexibility in family and non-family firms

Bond Business School

Research output: Contribution to conference › Paper › Research › peer-review

Abstract

In this research, we compare firms’ capacity to react to emerging opportunities and threats (strategic flexibility) by assessing strategic initiatives (i.e., strategic planning) in a study of family and nonfamily firms. We link these behaviours to measures of firm performance. In a study of 360 firms using moderated regression analysis, we discovered that differences do exist between family and non-family firms, with the strategic planning to firm performance relationship being moderated by strategic flexibility. In non-family firms, we found direct relationships between strategic planning and firm performance, as well as strategic flexibility to firm performance, but we did not find an interaction effect between strategic planning and strategic flexibility to firm performance, as we did in family firms. This project contributes to a greater understanding of the individual and combined roles played by strategic planning and strategic flexibility in the performance of family and non-family firms.

Original language	English
Pages	3-18
Publication status	Published - 2007
Event	Australian and New Zealand Academy of Management Conference: Our intellectual and social capital - Sydney , Australia Duration: 4 Dec 2007 → 7 Dec 2007 Conference number: 21st http://www.anzam.uts.edu.au http://www.anzam.org/past-event-material/past-conference-papers/

Conference

Conference	Australian and New Zealand Academy of Management Conference
Abbreviated title	ANZAM
Country/Territory	Australia
City	Sydney
Period	4/12/07 → 7/12/07
Internet address	http://www.anzam.uts.edu.au http://www.anzam.org/past-event-material/past-conference-papers/

Access to Document

http://www.anzam.org/wp-content/uploads/pdf-manager/1811_DIBRELLCLAY_388.PDFLicence: Unspecified

2 Paper

Being the boss and working for a boss: Upsides and downsides
Craig, J. B., Schaper, M. & Dibrell, C., 2007, p. 1-14. 14 p.
Research output: Contribution to conference › Paper › Research › peer-review

Open Access
Overcoming liability of newness through legitimacy: A stakeholder salience perspective
Dibrell, C., Johnson, A. J., Moores, K. & Craig, J. B., 2007, p. 1-14. 14 p.
Research output: Contribution to conference › Paper › Research › peer-review

Open Access

Cite this

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title = "Between a strategic rock and a hard place: Planning and flexibility in family and non-family firms",

abstract = "In this research, we compare firms{\textquoteright} capacity to react to emerging opportunities and threats (strategic flexibility) by assessing strategic initiatives (i.e., strategic planning) in a study of family and nonfamily firms. We link these behaviours to measures of firm performance. In a study of 360 firms using moderated regression analysis, we discovered that differences do exist between family and non-family firms, with the strategic planning to firm performance relationship being moderated by strategic flexibility. In non-family firms, we found direct relationships between strategic planning and firm performance, as well as strategic flexibility to firm performance, but we did not find an interaction effect between strategic planning and strategic flexibility to firm performance, as we did in family firms. This project contributes to a greater understanding of the individual and combined roles played by strategic planning and strategic flexibility in the performance of family and non-family firms. ",

author = "Clay Dibrell and Craig, {Justin B}",

year = "2007",

language = "English",

pages = "3--18",

note = "Australian and New Zealand Academy of Management Conference : Our intellectual and social capital, ANZAM ; Conference date: 04-12-2007 Through 07-12-2007",

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T1 - Between a strategic rock and a hard place

T2 - Australian and New Zealand Academy of Management Conference

AU - Dibrell, Clay

AU - Craig, Justin B

N1 - Conference code: 21st

PY - 2007

Y1 - 2007

N2 - In this research, we compare firms’ capacity to react to emerging opportunities and threats (strategic flexibility) by assessing strategic initiatives (i.e., strategic planning) in a study of family and nonfamily firms. We link these behaviours to measures of firm performance. In a study of 360 firms using moderated regression analysis, we discovered that differences do exist between family and non-family firms, with the strategic planning to firm performance relationship being moderated by strategic flexibility. In non-family firms, we found direct relationships between strategic planning and firm performance, as well as strategic flexibility to firm performance, but we did not find an interaction effect between strategic planning and strategic flexibility to firm performance, as we did in family firms. This project contributes to a greater understanding of the individual and combined roles played by strategic planning and strategic flexibility in the performance of family and non-family firms.

AB - In this research, we compare firms’ capacity to react to emerging opportunities and threats (strategic flexibility) by assessing strategic initiatives (i.e., strategic planning) in a study of family and nonfamily firms. We link these behaviours to measures of firm performance. In a study of 360 firms using moderated regression analysis, we discovered that differences do exist between family and non-family firms, with the strategic planning to firm performance relationship being moderated by strategic flexibility. In non-family firms, we found direct relationships between strategic planning and firm performance, as well as strategic flexibility to firm performance, but we did not find an interaction effect between strategic planning and strategic flexibility to firm performance, as we did in family firms. This project contributes to a greater understanding of the individual and combined roles played by strategic planning and strategic flexibility in the performance of family and non-family firms.

M3 - Paper

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Y2 - 4 December 2007 through 7 December 2007

ER -

Between a strategic rock and a hard place: Planning and flexibility in family and non-family firms

Abstract

Conference

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Related Research Outputs

Being the boss and working for a boss: Upsides and downsides

Overcoming liability of newness through legitimacy: A stakeholder salience perspective

Cite this