Journal of Management Studies
- Publisher:
- Wiley
- Publication date:
- 2021-02-01
- ISBN:
- 0022-2380
Issue Number
- No. 58-1, January 2021
- No. 57-7, November 2020
- No. 57-6, September 2020
- No. 57-5, July 2020
- No. 57-4, June 2020
- No. 57-3, May 2020
- No. 57-2, March 2020
- No. 57-1, January 2020
- No. 56-8, December 2019
- No. 56-7, November 2019
- No. 56-6, September 2019
- No. 56-5, July 2019
- No. 56-4, June 2019
- No. 56-3, May 2019
- No. 56-2, March 2019
- No. 56-1, January 2019
- No. 55-8, December 2018
- No. 55-7, November 2018
- No. 55-6, September 2018
- No. 55-5, July 2018
Latest documents
- Covid‐19 and Our Understanding of Risk, Emergencies, and Crises
- News from the Editors: Celebrating the Past, Welcoming the Future
- List of People Who Reviewed for this Special Issue
- System‐Spanning Values Work and Entrepreneurial Growth in Family Firms
Culture and values are key drivers of corporate entrepreneurship in early stages of family firm development, but value conflicts often arise over time that progressively inhibit their entrepreneurial efforts. How can family firms reconcile conflicting values to sustain corporate entrepreneurship over time? Our 45‐year longitudinal case study of a large global family firm shows that family business leaders’ practices of invoking and flexibly using family and business values were crucial to achieve sustained entrepreneurial behaviour and growth over an extended period of time. We theorize these efforts as system‐spanning values work enfolding through specific family, business, and temporal mechanisms. By identifying and elucidating three types of values work (i.e., rooting, revitalizing, and spreading), our study advances current understanding of the micro‐foundations underpinning the relationship between values and entrepreneurship in family firms.
- How Crisis Reveals the Structures of Practices
- COVID‐19 and the New Technologies of Organizing: Digital Exhaust, Digital Footprints, and Artificial Intelligence in the Wake of Remote Work
- Social Entrepreneurship and COVID‐19
- Responding to Digital Transformation by External Corporate Venturing: An Enterprising Family Identity and Communication Patterns Perspective
Digital transformation increasingly requires activities located outside firm boundaries, for example via alliances with start‐up companies. Despite this, German Mittelstand firms, primarily owned and managed by enterprising families and seen as role models of innovation, appear reluctant to place strategic emphasis on venturing outside the firm’s boundaries when it comes to digital transformation. Drawing on the concepts of identity and communication patterns, we theorize on the mechanisms behind this behaviour. Applying structural equation modelling to a sample of 254 members of the next generation in enterprising families from Germany, we find that family communication patterns impact the strategic priority for or against external corporate venturing via identity‐related considerations.
- Entrepreneurial by Design: How Organizational Design Affects Family and Non‐family Firms’ Opportunity Exploitation
Opportunity exploitation is a key aspect of the corporate entrepreneurship process and is particularly important to maintain a family firm through multiple generations. Drawing on an organizational design perspective, we investigate opportunity exploitation in family versus non‐family firms. The empirical analyses on survey data from a sample of 224 Italian firms reveal that family firms exploit significantly fewer opportunities than non‐family firms, and this result is fully mediated by the organization of their TMT. Our findings show that how family firms organize is crucial for opportunity exploitation, thus extending and enriching prior corporate entrepreneurship research, highlighting the importance of bringing an organizational design perspective to corporate entrepreneurship and family business studies.
- Shifting Team Research after COVID‐19: Evolutionary and Revolutionary Change
Featured documents
- Unpacking the Disruption Process: New Technology, Business Models, and Incumbent Adaptation
Despite the growing importance of digital transformation and the notion of disruptive innovation, strategy literature still lacks a more complete picture of how incumbent organizations adapt their business models after disruptions. This research sheds light on this important process by analyzing a...
- Identity Co‐Formation in an Emerging Industry: Forging Organizational Distinctiveness and Industry Coherence Through Sensemaking and Sensegiving
We inductively studied the sensemaking and sensegiving processes used by industry founders in the co‐formation of organizational and industry identities in the emerging industry of Service Design. Our findings illustrate how the sensemaking and sensegiving processes that revolved around the new ‘Ser...
- System‐Spanning Values Work and Entrepreneurial Growth in Family Firms
Culture and values are key drivers of corporate entrepreneurship in early stages of family firm development, but value conflicts often arise over time that progressively inhibit their entrepreneurial efforts. How can family firms reconcile conflicting values to sustain corporate entrepreneurship...
- Corporate Entrepreneurship and Family Business: Learning Across Domains
Research at the interface of corporate entrepreneurship (CE) and family firms’ domains has grown steadily based on the premise that family firms’ specific elements uniquely affect CE antecedents, strategies, and outcomes. However, much remains to be uncovered. In this article, we offer a...
- Why Do Incumbents Respond Heterogeneously to Disruptive Innovations? The Interplay of Domain Identity and Role Identity
We adopt a multifaceted view of organizational identity to contribute to research on organizational identity and incumbent adaptations to disruptive innovations. Based on a qualitative, multi‐case study on the responses of German publishing houses to the emergence of digitalization, we distill a...
- Understanding Value Creation in Public‐Private Partnerships: A Comparative Case Study
Public‐Private Partnerships (PPPs) are an important form of hybrid organization that may, if properly designed and managed, generate innovative solutions to complex problems by combining different institutional logics. Using data from a comparative case study of the creation of two PPPs in the...
- Rethinking ‘Top‐Down’ and ‘Bottom‐Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support
In this study we integrate insights from ‘top‐down’ and ‘bottom‐up’ traditions in organizational change research to understand employees’ varying dispositions to support change. We distinguish between change initiation and change execution roles and identify four possible role configurations in...
- An Institutional Configurational Approach to Cross‐National Diversity in Corporate Governance
Corporate governance (CG) research has typically been studied from rather disparate disciplinary approaches, thereby offering myopic and often conflicting rationales. We develop an institutional configurational approach to integrate this ‘siloed’ field and explain CG patterns around the world. To...
- Which Resources Matter How and Where? A Meta‐Analysis on Firms’ Foreign Establishment Mode Choice
Firm resources play an important role in explaining the foreign establishment mode choice. However, a theoretical framework that simultaneously a) differentiates between heterogeneous types of resources, b) provides a rationale that consistently explains how firms adapt their establishment mode...
- The Context of Entrepreneurial Judgment: Organizations, Markets, and Institutions
The economics and management literatures pay increasing attention to the technological, competitive, and institutional environment for entrepreneurship. However, less is known about how context influences the judgment of entrepreneurs. Focusing on the emerging judgment‐based approach to...