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dc.contributor.authorMori, Patricio
dc.date.accessioned2017-10-02T19:17:21Z
dc.date.available2017-10-02T19:17:21Z
dc.date.issued2014
dc.identifier.issn2326-3636
dc.identifier.urihttps://scholarworks.montana.edu/xmlui/handle/1/13777
dc.description.abstractFamily firms are often criticized for failing to seek new ventures, being conservative and resisting change. On the other hand, researchers believe that certain characteristics in family relationship can foster strategic flexibility. Drawing on Stewardship theory, this paper, rather than arguing in favor or against family business innovation, takes a contingency approach and analyzes variables that may affect innovation in family startups and the conditions that leverage their family resources as competitive advantage. Specifically, this paper proposes that altruism, power concentration and their interaction affect strategic flexibility. It is also argued that family business with main founders high in altruism and low on power concentration can become more innovative than when the main founder is low in altruism and high in power concentration. Finally, it is suggested that the effect of altruism on strategic flexibility should be stronger in family business than in non-family business. Implications for theory and practice are derived.en_US
dc.language.isoen_USen_US
dc.publisherAcademic OASISen_US
dc.subjectStrategic Flexibilityen_US
dc.subjectFamily startupsen_US
dc.subjectAltruismen_US
dc.subjectPower Concentrationen_US
dc.titleLeveraging Innovation in Family Startups: A Stewardship Approachen_US
dc.typeArticleen_US
mus.citation.extentfirstpage119en_US
mus.citation.extentlastpage129en_US
mus.citation.issue3en_US
mus.citation.journaltitleJournal of Strategic and International Studiesen_US
mus.citation.volume9en_US
mus.identifier.categoryBusiness, Economics & Managementen_US
mus.relation.departmentBusiness.en_US
mus.relation.universityMontana State University - Bozemanen_US


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