Clarifying the strategic advantage of familiness: Unbundling its dimensions and highlighting its paradoxes

Wayne J. Irava*, Ken Moores

*Corresponding author for this work

Research output: Contribution to journalArticleResearchpeer-review

50 Citations (Scopus)
216 Downloads (Pure)

Abstract

Using a resource-based theoretical lens we clarify familiness by identifying the dimensions of this unique family business resource in multigenerational family firms. Using data from four in-depth case studies, we provide evidence that familiness is comprised of human resources (reputation and experience), organisational resources (decision-making and learning), and process resources (relationships and networks). Furthermore, we demonstrate how these resource dimensions are paradoxical in nature in that each influences the family firm in both positive and negative ways. These dimensions and their nature (positive/negative) thus not only help clarify a firm's familiness but also move the construct from a conceptual notion into a more operationalised form.

Original languageEnglish
Pages (from-to)131-144
Number of pages14
JournalJournal of Family Business Strategy
Volume1
Issue number3
DOIs
Publication statusPublished - Sep 2010

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