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  • 1.
    Andersén, Jim
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    The absorptive capacity of family firms - how familiness affects potential and realized absorptive capacity2015In: Journal of Family Business Management, ISSN 2043-6238, E-ISSN 2043-6246, Vol. 5, no 1, p. 73-89Article in journal (Refereed)
    Abstract [en]

    Purpose

    Absorptive capacity is a key competitive advantage and is defined as the capacity to absorb knowledge from the environment. Although some studies have examined how various antecedents to absorptive capacity differ between family firms and non-family firms, no studies have set out to specifically analyze absorptive capacity in the context of family firms. This paper discusses the ability of family firms to absorb external knowledge by analyzing the relationship between “familiness” and “absorptive capacity”.

    Design/methodology/approach

    By reviewing and combining studies on absorptive capacity and knowledge-management practices of family firms, new insights into the absorptive capacity of family firms are developed.

    Findings

    It is argued that due to higher levels of social capital, familiness is positively related to the ability to transform and use external knowledge (i.e. realized absorptive capacity). However, firms with high levels of familiness are likely to be inferior in acquiring and assimilating external knowledge (i.e. potential absorptive capacity).

    Originality/value

    Although previous studies have analyzed various knowledge-management practices of family firms, no studies have set out to specifically explore how familiness affects various dimensions of absorptive capacity.

  • 2.
    Ljungkvist, Torbjörn
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Constructive business advice?: Different trajectories between family businesses and startups2017In: Journal of Family Business Management, ISSN 2043-6238, E-ISSN 2043-6246, Vol. 7, no 3, p. 309-328Article in journal (Refereed)
    Abstract [en]

    Purpose – The purpose of this paper is to investigate the verbal content and its impact on panel-basedbusiness advice meetings (springboards) for family business owners and startup entrepreneurs. Further,the study also investigates how panel-based advising assists entrepreneurship.Design/methodology/approach – The investigated springboards concern family business owners whorun established firms and startup entrepreneurs who are applying for venture capital. Data from 12 differentspringboards are collected and studied by content analysis.Findings – The outcomes indicate that advising is more constructive for the family business owners than forthe startup entrepreneurs. This can mainly be explained by the rational screening that follows the businessplan concept and group dynamics which appear in these meetings.Research limitations/implications – The study was conducted in Sweden and concerns Swedish familybusiness owners and startup entrepreneurs. It reveals different speech patterns that appear during organizedadvice-giving and its implications depending on the type of entrepreneur.Practical implications – This study provides potential input to change the institutional practice ofpanel-based business advice, which will likely support entrepreneurs in their business development andnetwork building.Originality/value – This study is the first to investigate the verbal content in panel-based business advicefor family business owners. Further, it provides a deeper understanding of the institutionalized conditionsthat this kind of advising builds on.

  • 3.
    Ljungkvist, Torbjörn
    et al.
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Boers, Börje
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future. Witten Institute for Family Business, Universität Witten/Herdecke, Witten, Germany.
    Another hybrid?: Family businesses as venture capitalists2017In: Journal of Family Business Management, ISSN 2043-6238, E-ISSN 2043-6246, Vol. 7, no 3, p. 329-350Article in journal (Refereed)
    Abstract [en]

    Purpose – This paper addresses the phenomenon of venture capital firms which are also family businesses(VCFBs). The purpose of this paper is to explore and understand the phenomenon of VCFB by answering thefollowing questions: What are the features of professionalization in VCFBs? And, how do professionalizationand types of family businesses explain the strategies and governance of VCFBs?Design/methodology/approach – As an explorative case study, it maps the Swedish venture capital (VC)industry and compares two VCFBs and their business investments with regard to strategy and governance.Findings – By suggesting two major configurations, the study explains how family business developmentand levels of professionalization relate to differences in VCFBs’ strategies, which in turn, affect theirgovernance. The personal VCFB features active owners who personally take responsibility roles and stronglyfocus on customers and relationships. The administrative VCFB strongly focuses on predetermined financialmetrics, high ethical awareness among board members, and ongoing interplay between the active familyboard members and minority shareholders.Research limitations/implications – The study was conducted in Sweden and concerns Swedish VCFBs.The paper contributes to the literature by combining the two currently separate research streams, i.e. familybusiness and VC, highlighting the importance and consequences of family ownership in VC businesses.Practical implications – The present study provides stock market investors and stock analysts with adeeper understanding of VCFBs’ strategy incentives. By identifying the kind of VCFB and its relation tostrategy, more reasonable assessments and analyses of the VCFBs’ actions will be possible. Family firms willingto accept VC-finance should consider the type of VC and the potential consequences of family ownership.Originality/value – This study is the first to classify VC firms as family businesses. Moreover, it shows thefeatures of professionalization in VCFBs by suggesting a set of configurations.

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