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  • 1.
    Akhter, Naveed
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO). Strategies and Markets Department, ESSCA School of Management, Angers, France.
    Sieger, Philipp
    Department of Management and Entrepreneurship, University of Bern, Bern, Switzerland.
    Chirico, Francesco
    Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO). EGADE Business School, Tecnológico de Monterrey, Monterrey, Mexico.
    If we can't have it, then no one should: Shutting down versus selling in family business portfolios2016In: Strategic Entrepreneurship Journal, ISSN 1932-4391, E-ISSN 1932-443X, Vol. 10, no 4, p. 371-394Article in journal (Refereed)
    Abstract [en]

    How does a business family manage its business portfolio in times of declining performance to sustain the portfolio's long-term endurance? Drawing on social identity theory and six family business portfolios from Pakistan, we find that business families may prefer to shut down a satellite business rather than sell it, which is primarily driven by identity considerations. In addition, the family's goal to recycle the assets, the aim to restart the business later, and the increasing decline in performance are important contingency factors. This study contributes to the literature on portfolio entrepreneurship, business exit, and the enduring entrepreneurship of family firms.

  • 2.
    Balachandran, Chanchal
    et al.
    Utrecht University School of Economics,Faculty of Law, Economics and Governance, Utrecht University, Utrecht, The Netherlands.
    Wennberg, Karl
    Institute for Analytical Sociology (IAS), Department of Management and Engineering, Linköping University, Norrköping, Sweden.
    Uman, Timur
    Jönköping University, Jönköping International Business School, JIBS, Business Administration. Department of Business Administration, Kristianstad University, Kristianstad, Sweden.
    National culture diversity in new venture boards: The role of founders' relational demography2019In: Strategic Entrepreneurship Journal, ISSN 1932-4391, E-ISSN 1932-443X, Vol. 13, no 3, p. 410-434Article in journal (Refereed)
    Abstract [en]

    Research Summary

    This study explains the conditions under which new venture boards are less or more culturally diverse in terms of their directors' country of birth. Longitudinal data on 5,515 Swedish ventures suggest that most directors are recruited from founders' proximate social settings?neighborhoods in which they reside and past workplaces?and that diversity levels in these social settings strongly predict the national culture diversity in venture boards. Given the rapid internationalization of workplaces and regions around the world, this paper provides important clues regarding how culturally diverse upper echelons are being incorporated into the organizational design of new ventures.

    Managerial Summary

    Most New Venture Boards exhibit limited diversity in terms of their directors' country of birth, as they are drawn from the venture founders' network. Yet, some new venture boards are indeed born diverse. Our study reveals that founders with prior exposure to culturally diverse workplaces and residential neighborhoods are much more likely to design a culturally diverse board at founding. Given the rapid internationalization of workplaces and regions in most countries around the world, our paper provides important clues regarding how national culture diversity in top management emerges and is being incorporated into the organizational design of new ventures.

  • 3.
    Chirico, Francesco
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership. Jönköping University, Jönköping International Business School, JIBS, ESOL (Entrepreneurship, Strategy, Organization, Leadership).
    Sirmon, David G.
    Mays Business School, Texas A&M University, College Station, Texas, U.S.A..
    Sciascia, Salvatore
    Marketing and Economics Department, IULM University, Milan, Italy.
    Mazzola, Pietro
    Marketing and Economics Department, IULM University, Milan, Italy.
    Resource orchestration in family firms: Investigating how entrepreneurial orientation, generational involvement, and participative strategy affect performance2011In: Strategic Entrepreneurship Journal, ISSN 1932-4391, E-ISSN 1932-443X, Vol. 5, no 4, p. 307-326Article in journal (Refereed)
    Abstract [en]

    Drawing on the process of resource orchestration, we argue a co-alignment of multiple factors is needed for family firms to increase performance through entrepreneurship. Specifically, we posit that entrepreneurial orientation provides the mobilizing vision to use the heterogeneous yet complementary knowledge and experiences offered by increased generational involvement toward entrepreneurship. However, without a coordinating mechanism, generational involvement leads to conflict and negative outcomes. When, instead, it is also coordinated via a participative strategy, performance gains are achieved. In sum, results suggest that realizing the benefits from entrepreneurship in family firms is a complicated matter affected by the synchronization of entrepreneurial orientation, generational involvement, and participative strategy. Copyright © 2011 Strategic Management Society.

  • 4. Delmar, Frédéric
    et al.
    Wennberg, Karl
    Hellerstedt, Karin
    Jönköping University, Jönköping International Business School, JIBS, ESOL (Entrepreneurship, Strategy, Organization, Leadership).
    Endogenous growth through knowledge spillovers in entrepreneurship: an empirical test2011In: Strategic Entrepreneurship Journal, ISSN 1932-4391, E-ISSN 1932-443X, Vol. 5, no 3, p. 199-226Article in journal (Refereed)
    Abstract [en]

    Endogenous growth theory suggests that technological knowledge stimulates growth, yet the micro-foundations of this process remain obscure. Knowledge spillover theory posits that growth is contingent on the technology dependence of industries, forming the landscape for entrepreneurs to launch and grow ventures. We investigate these theoretical contingencies with two research questions using comprehensive employee-employer data documenting the science and technology labor force in Sweden. First, do industries with a greater need for new technology-based entrepreneurship grow disproportionately faster than other industries? Second, are the knowledge spillover effects fostering the growth of new technology-based firms contingent on certain industry structures? Copyright © 2011 Strategic Management Society.

  • 5. Wennberg, Karl
    et al.
    Nordqvist, Mattias
    Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership. Jönköping University, Jönköping International Business School, JIBS, ESOL (Entrepreneurship, Strategy, Organization, Leadership).
    Wiklund, Johan
    Jönköping University, Jönköping International Business School, JIBS, ESOL (Entrepreneurship, Strategy, Organization, Leadership).
    Hellerstedt, Karin
    Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership. Jönköping University, Jönköping International Business School, JIBS, ESOL (Entrepreneurship, Strategy, Organization, Leadership).
    Implications of Intra-Family and External Ownership Transfer of Family Firm: short-term and long-term performance differences2011In: Strategic Entrepreneurship Journal, ISSN 1932-4391, E-ISSN 1932-443X, Vol. 5, no 4, p. 352-372Article in journal (Refereed)
    Abstract [en]

    We contrast the performance consequences of intra-family versus external ownership transfers. Investigating a sample of all private family firms in Sweden that went through ownership transfers during 10 years, we find that firms transferred to external owners outperform those transferred within the family, but that survival is higher among intra-family transfers. We attribute these performance differences to the long-term orientation of family firms passed on to the next generation and to the entrepreneurial willingness of acquirers to bear uncertainty. Based on distinct ownership transition routes and theoretical mechanisms explaining performance differences, we outline implications for family business and entrepreneurship research.

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