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dc.contributor.authorChrisman J
dc.contributor.authorFang H
dc.contributor.authorKotlar J
dc.contributor.authorDe Massis A
dc.contributor.editor
dc.date2017-04-20T00:00:00Z
dc.date.accessioned2017-11-07T13:00:24Z
dc.date.available2017-11-07T13:00:24Z
dc.date.issued2015
dc.identifier.issn0737-6782
dc.identifier.urihttp://dx.doi.org/10.1111/jpim.12206
dc.identifier.urihttp://onlinelibrary.wiley.com/doi/10.1111/jpim.12206/full
dc.identifier.urihttp://hdl.handle.net/10863/3544
dc.description.abstractThe 4Cs model of command, continuity, community, and connections is useful for examining the effect of family influence on the adoption of discontinuous technologies. However, assuming that family influence differs only in degree rather than kind is naive because such an assumption ignores the likelihood of heterogeneous behaviors among family firms. In this conceptual note, we extend prior work and explain how heterogeneity in the family's relative emphasis on command, continuity, community, and connections requires that the multifaceted and potentially nonlinear nature of family influence be considered when analyzing strategic decisions concerning family firm innovation. © 2014 Product Development & Management Association.en_US
dc.language.isoenen_US
dc.rights
dc.subjectStrategic decisionsen_US
dc.subjectNonlinear natureen_US
dc.subjectFamily firmsen_US
dc.titleA note on family influence and the adoption of discontinuous technologies in family firmsen_US
dc.typeArticleen_US
dc.date.updated2017-05-05T08:26:53Z
dc.publication.title
dc.language.isiEN-GB
dc.journal.titleJournal of Product Innovation Management
dc.description.fulltextopenen_US


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