La "familiaridad dinámica" de las empresas familiares. El caso del Grupo Yllera

  1. Natalia Martin Cruz
  2. Ismael Barros Contreras
  3. Juan Hernangomez Barahona
Journal:
Universia Business Review

ISSN: 1698-5117

Year of publication: 2014

Issue: 42

Pages: 88-109

Type: Article

More publications in: Universia Business Review

Abstract

This paper applies dynamic capabilities approach to the study of family businesses. We introduce the term ‘dynamic familiness’ to show the capability of family firms to create, extend, or modify their unique bundle of resources coming from the interaction between the family, the individuals and the firm. Our aim is to give empirical evidence about the process of generation and reconfiguration of the resources in the family firm. This process will allow the firm to evolutionary adapt and survive through the generations. To achieve this objective, we conduct a case study in Grupo Yllera, a representative firm of Spanish family firms.

Bibliographic References

  • Allen, N. J. y Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63(1), 1-18.
  • Arregle, J.-L., Hitt, M. A., Sirmon, D. G. y Very, P. (2007). The development of organizational social capital: Attributes of family firms, Journal of Management Studies, Vol. 44, no. 1, p. 73-95.
  • Astrachan, J. H., Klein, S. B. y Smyrnios, K. X. (2002). The F-PEC Scale of Family Influence: A Proposal for Solving the Family Business Definition Problem. Family Business Review, 15(1), 45-58.
  • Berrone, P., Cruz, C. y Gómez-Mejía, L. R. (2012). Socioemotional wealth in family firms: Theoretical dimensions, assessment approaches, and agenda for future research. Family Business Review, 25(3), 258-279.
  • Chirico, F. (2008). Knowledge accumulation in family firms: Evidence from four case studies. International Small Business Journal, 26(4), 433-462.
  • Chirico, F. y Nordqvist, M. (2010). Dynamic capabilities and trans-generational value creation in family firms: The role of organizational culture. International Small Business Journal, 28(5), 487-504.
  • Chirico, F. y Salvato, C. (2008). Knowledge integration and dynamic organizational adaptation in family firms. Family Business Review, 21(2), 169-181.
  • Chrisman, J. J., Chua, J. H., Pearson, A. W. y Barnett, T. (2012). Family involvement, family influence, and family-centered non-economic goals in small firms. Entrepreneurship Theory and Practice, 36(2), 267-293.
  • Eisenhardt, K. M. (1989). Building theories from case study research. The Academy of Management Review, 14(4), 532-550.
  • Eisenhardt, K. M. y Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10-11), 1105-1121.
  • Feldman, M. S. y Pentland, B. T. (2003). Reconceptualizing organizational routines as a source of flexibility and change. Administrative Science Quarterly, 48(1), 94-118.
  • Gómez-Mejía, L. R., Cruz, C., Berrone, P. y De Castro, J. (2011). The bind that ties: Socioemotional wealth preservation in family firms. The Academy of Management Annals, 5(1), 653-707.
  • Habbershon, T. G. y Williams, M. L. (1999). A resource-based framework for assessing the strategic advantages of family firms. Family Business Review, 12(1), 1-25.
  • Habbershon, T. G., Williams, M. L. y MacMillan, I. (2003). Aunified systems perspective of family firm performance. Journal of Business Venturing, 18(4), 451-465.
  • Helfat, C. E., Finkelstein, S., Mitchell, W., Peteraf, M. A., Sing, H., Teece, D. J. y Winter, S. G. (2007). Dynamic capabilities: Understanding strategic change in organizations. Willey- Blackwell Australia.
  • Holt, D. T., Rutherford, M. W. y Kuratko, D. F. (2010). Advancing the field of family business research: Further testing the measurement properties of the F-PEC. Family Business Review, 23(1), 76-88.
  • Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40(2), 256-282.
  • Leana, C. R. y Pil, F. K. (2006). Social capital and organizational performance: Evidence from urban public schools. Organization Science, 17(3), 353-366.
  • Peris, B. (2013). Análisis del sector del vino en España, Ojeando la Agenda (Vol. 21).
  • Sorenson, R. L. (2000). The contribution of leadership style and practices to family and business success. Family Business Review, 13(3), 183-200.
  • Tagiuri, R. y Davis, J. (1982). Bivalent attributes of the family firm. Working Paper, Harvard Business School. Reimpreso (1996): Family Business Review, 9(2), 199-208.
  • Tápies, J. (2011). Family business: an interdisciplinary approach. Universia Business Review (32), 12-25.
  • Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319-1350.
  • Yin, R. K. (2003). Case studies research: Design and methods. Sage Publications, Inc. (Tercera ed.) CA.
  • Zollo, M. y Winter, S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13(3), 339-351.