Adaptation Or Expiration in Family Firms: Organizational Flexibility in Emerging EconomiesThe author explores determinants of organisational flexibility in this examination of four family-owned companies, two flexible and two less flexible, from the edible oil and pharmaceutical industries. |
Contents
| 1 | |
| 6 | |
Argentinian business environment | 31 |
Adaptive responses under competitive pressures | 49 |
Case Study Sidus Group | 53 |
Case Study Laboratorio DERSA | 70 |
Case Study AGD Aceitera General Deheza | 86 |
Case Study St Martin | 101 |
Determinants of organizational flexibility | 120 |
Conclusions | 186 |
Methodological Appendix | 201 |
Sectoral level of analysis | 205 |
Firm level of analysis | 208 |
Bibliography | 212 |
Subject index | 231 |
Name index | 234 |
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Common terms and phrases
adaptation AGD and Sidus AGD and St AGD's areas Argentina Argentinian benchmark BioSidus biotechnology Board brand cent centralization and formalization CEO DERSA cognitive diversity company's competitive competitors context contingency theory cotton ginning dermatology determinants of organizational Director AGD dominant coalition dynamic economy edible oil industry environmental environmental scanning erythropoietin experience factors family firms family members Figure firm's flexible and less flexible companies Greenwood and Hinings heterogeneity HR Manager hypercompetitive important indigenous businesses indigenous firms innovation institutional Instituto Sidus Interview with CEO Interview with Director Interview with HR investments issues launched less flexible firms Manager in DERSA managerial Michael Dufour n/d n/d n/d needed operational organization organizational flexibility organizational identity period Pettigrew population ecology power distance retail Roberto Urquía role sector Sidus and DERSA St Martin strategic initiatives structure tenure tion top management team top team transformation uncertainty avoidance values Volberda