The speed of change in competitive environments has prompted firms to develop processes directed at enabling organizational
adaptation. This is captured by the concept of dynamic capabilities. We focus on a particular form of business organization,
that is, the family firm. Specifically, we argue that knowledge integration—a dynamic capability through which family members'
specialized knowledge is recombined—guides the evolution of capabilities. We present a general framework illustrating factors
that affect knowledge integration in family firms. We conclude that only those family firms that are able to effectively integrate
individual family members' specialized knowledge will be successful in dynamic markets by changing their capabilities over
time.
"The speed of change in competitive environments has prompted firms to develop processes directed at enabling organizational adaptation. This is captured by the concept of dynamic capabilities. We focus on a particular form of business organization, that is, the family firm. Specifically, we argue that knowledge integration-a dynamic capability through which family members' specialized knowledge is recombined-guides the evolution of capabilities. We present a general framework illustrating factors that affect knowledge integration in family firms. We conclude that only those family firms that are able to effectively integrate individual family members' specialized knowledge will be successful in dynamic markets by changing their capabilities over time."
A major challenge facing the family firm is the succession process. One reason for this challenge might involve the successor's
ability to acquire the predecessor's key knowledge and skills adequately to maintain and improve the organizational performance
of the firm. This paper uses two theoretical approaches from the strategic management field to explore this critical process
and analyze how it can be managed effectively: the resource-based theory of the firm and the emergent knowledge-based view.
This conceptual framework provides a powerful tool for understanding the nature and transfer of knowledge within the family
business, which becomes the basis for developing competitive advantage over nonfamily businesses.
This study is designed to provide a detailed description of the processes involved in a knowledge transfer intervention and to develop and refine a useful model of the knowledge transfer process.
The approach is designed to articulate the broad components of the knowledge transfer process and to test these against evidence from case study sites.
First, we have carried out a literature review to produce a theoretical framework of the knowledge transfer process. This involved summarising, thematically analysing and synthesising evidence from the literature.
Finally, we are using the observations of the knowledge broker and interviews with participants to produce narratives of the brokering process. The narratives will be compared in order to identify evidence which will confirm, refute or revise each of the broad components of the knowledge transfer process. This comparison will enable us to generate a refined framework of knowledge transfer which could be used as a basis for planning and evaluating knowledge transfer interventions.
Second, we are carrying out fieldwork in a mental health setting based on the application of a knowledge brokering intervention. The intervention involves helping participants identify, refine and reframe their key issues, finding, synthesising and feeding back research and other evidence, facilitating interactions between participants and relevant experts and transferring information searching skills to participants.
"This article analyzes the impact of not controlling for "demographic sample" differences on research results in the area of comparative family/nonfamily business research. Using different statistical methods with and without control for "demographic sample" differences, the results show that controlling for these firm demographics in a bivariate as well as a multivariate framework is very important to discover "real" differences between family and nonfamily firms. We found "real" differences for export, budgeting, variable reward systems, profitability and gender, educational degree, and tenure of the CEO. Strategy, networking, long-term planning and control systems, perceived environmental uncertainty, growth, and management training, classified by prior empirical research as different between family and nonfamily firms, do not differ."
"The speed of change in competitive environments has prompted firms to develop processes directed at enabling organizational adaptation. This is captured by the concept of dynamic capabilities. We focus on a particular form of business organization, that is, the family firm. Specifically, we argue that knowledge integration-a dynamic capability through which family members' specialized knowledge is recombined-guides the evolution of capabilities. We present a general framework illustrating factors that affect knowledge integration in family firms. We conclude that only those family firms that are able to effectively integrate individual family members' specialized knowledge will be successful in dynamic markets by changing their capabilities over time."