Adaptation Or Expiration in Family Firms: Organizational Flexibility in Emerging Economies
The 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. By means of an innovative analysis - including longitudinal analysis, coding analysis, statistical analysis and the use of original display charts - he illustrates the determinants of organisational flexibility and sheds light on the process of transformation and adaptation of family firms, an area that has not yet been the subject of extensive empirical inquiry. The management literature has claimed that the complexity of business contexts has forced firms to confront hypercompetitive or high-velocity environments. Behind such claims lies a new interest in the dynamics of adaptation, and in particular a firm¿s flexibility as a way of adjusting under conditions of uncertainty. The businesses studied here have had to contend with the environmental volatility that characterized Argentina for some years. The author identifies five determinants of flexibility as a set of organisational and managerial capabilities that enabled some firms to adapt quickly in a highly competitive environment: heterogeneity of the dominant coalition, centralisation and formalisation of decision-making, low macroculture embeddedness, environmental scanning, and a strong organisational identity. These findings were analyzed and interpreted by developing theoretical ideas from three areas between which historically there has been no interface: organisational flexibility, organisational innovativeness and institutional embeddedness. This insightful examination into what enables some family-owned businesses to survive and thrive and causes others to fail will be of interest to academics concerned with business flexibility and adaptation, as well as to managers and owners of family businesses.
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Argentinian business environment
Adaptive responses under competitive pressures
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AGD and Sidus AGD and St AGD's areas Argentina Argentinian benchmark BioSidus biotechnology Board brand cent centralization and formalization CEO DERSA company's competitive context contingency theory cotton ginning crushing dermatology determinants of organizational Director AGD dominant coalition dynamic economy edible oil industry embeddedness environmental environmental scanning erythropoietin experience factors family firms family members Figure firm's flexible and less flexible companies founder Greenwood and Hinings heterogeneity HR Manager hypercompetitive important indicators indigenous businesses indigenous firms inertia institutional Instituto Sidus Interview with CEO Interview with Director Interview with Finance Interview with HR investments issues less flexible firms macroculture Manager in DERSA Michael Dufour needed operational organization organizational flexibility organizational identity period Pettigrew population ecology power distance punctuated equilibrium role sector Sidus and DERSA St Martin strategic initiatives Strategic Management structure tenure tion top management team top team transformation uncertainty avoidance values Volberda