Le Imprese Familiari. - disag.unisi.it · Trends and directions in the development of a strategic management theory of the family firm, ... An annotated bibliography, ... innovation

Le Imprese Familiari.

Strategie

Dott.ssa Elena [email protected]

Seminario A.A. 2017/2018

Corso di Strategia (Prof. Tommaso Pucci)

22 Marzo 2018

mailto:[email protected]

Definizione

Le aziende familiari sono definite come:

«businesses governed and/or managed with the intention to shape

and pursue the vision of the business held by a dominant coalition

controlled by members of the same family or a smaller number of

familieis in a manner that is potentially sustainable across

generations of the family or families»

(Chua et al. 1999:25).

Elena Casprini - Seminario Corso di "Strategia" A.A. 2017/2018

Fonte: Chua, J.H., Chrisman, J.J., Sharma, P. (1999). Defining the family business by behaviour, Entrepreneurship Theory and Practice, Vol. 23 No. 4, 19-39

DefinizioneDue approcci

Adapted from: Chrisman, J.J., Chua, J.H., Sharma, P. (2005). Trends and directions in the development of a strategic management theory of the family firm,

Entrepreneurship Theory and Practice, 555-575; De Massis, A., Sharma, P., Chua, J.H., Chrisman, J.J. (2012). Family Business Studies. An annotated bibliography,

Edward Elgar: Cheltenham

Components

(Involvement)

approach

Essence

approach

• Impatto della Family influence sulla direzione strategica

• Mantenere il controllo

• Auto-identificazione come azienda familiare

• Risorse uniche

• Preservare la c.d. socio-emotional wealth (SEW)

• proprietà

• governance o directorship

• management

• Coinvolgimento + generazioni


Peculiarità delle imprese familiari

Da un punto di vista strategico, le imprese familiari differiscono da

quelle non familiari a livello di…

1. Obiettivi

2. Risorse

3. Innovazione

4. Internazionalizzazione

5. Marketing


1. Obiettivi

Socio-emotional wealth

Armonia familiare

Opportunità di carriera per i figli

Reputazione

economici

non-economici

Valori della famiglia guidano gli obiettivi che possono essere:


Fonte: Gomez-Meja, L.R., Cruz, C., Berrone, P., De Castro, J. (011). The Bind that ties: socioemotional wealth preservation in family firms, The Academy of Management

Annals, Vol. 15 No. 1, 653-707.

2. Risorse

Risorse (Sirmon e Hitt, 2003):

1. Capitale umano

2. Capitale sociale

3. Capitale di ‘sopravvivenza’ (survivability capital)

4. Patient Capital

5. Governance structure

Familiness: «determined by the family power, experience and culture and resulting from

continuous family involvement» (Habbershon and Williams 1999)

Attenzione, non

sempre sono

fonte di vantaggio

competitivo


Fonte: Habbershon, T.G., Williams, M.L. (21999). A resource-based framework for assessing he strategic advantages of family firms, Family Business Review, Vol. 12

No 1, 1-25; Sirmon, D.G., Hitt, M.A. (2003). Managing resources: linking unique resources, management, and wealth creation in family firms, Entrepreneurship Theory

and Practice, Vol. 27 No. 4, 339-358

2. Risorse Focus su capitale sociale

Il capitale sociale può essere:

1. Interno (bonding social capital)

2. Esterno (bridging social capital)

Il capitale sociale può essere classificato secondo i legami (c.d. «ties») che possono

essere:

- deboli (weak) o forti (strong)

- Formali o informali

Fonte: Arregle, J.-L., Hitt, M.A., Sirmon, D.G., Very, P. (2007). The development of organizational social capital: attributes of family firms, Journal of Management

Studies, Vol. 44 No. 1, 73-95; Kontinen, T., Ojala, A. (2011). Social capital in relation to the foreign market entry and post-entry operation of family SMEs, Journal of

International Entrepreneurship, Vol. 9 No. 2, 133-151


2. Risorse Proprietà, governance e management

• Proprietà (ownership), governance

e management

• Incentivi

• Successione

• Importanza della

professionalizzazione

Managers esterni

Educazione e training

Millennials in azienda:

«il processo di

successione è quello di

agevolare la

comunicazione e la

comprensione tra

generazioni» (De Massis e Tognazzo 2018)

Fonte:

https://www.fabbricafuturo.it/passaggio-

generazionale-di-padre-in-figlio-allenare-

limprenditorialita-dei-millennial/


https://www.fabbricafuturo.it/passaggio-generazionale-di-padre-in-figlio-allenare-limprenditorialita-dei-millennial/

3. InnovazioneOverview

• Avversione al rischio…

• Poco innovative…

• Locali…

INNOVATION INPUTS

INNOVATION ACTIVITIES

INNOVATION OUTPUTS

Fonte: De Massis, A., Frattini, F., Lichtenthaler, U. (2013), Research on Technological Innovation in Family Firms: Present Debates and Future Directions, Family Business Review, Vol. 36 No. 1, pp. 10-31.


3. InnovazioneAbility-willingness paradox

Ability-willingness paradox (Chrisman et al., 2015): ability e willingness sono due

drivers della governance:

1. ABILITY (or discrection to act) è definita come:

«the family owners’ discretion to direct , allocate, add to or dispose of a firm’s resources».

2. WILLIGNENSS (or disposition to act) si riferisce alla:

«the disposition of owners to engage in idiosyncratic behaviours, based on goals, intentions and

motivations that drive the owners to influence the firm’s behavior in directions diverging from

those of nonFFs».

Fonte: Chrisman, J.J., Chua, J.H., De Massis, A., Frattini, F., Wrightt, M. (2015). The ability and willingness paradox in family firm innovation, Journal of Product Innovation Management, Vol. 32 No. 3, pp. 310-318.


Fonte: De Massis, A., Di Minin, A., Frattini, F. (2015). Family-driven innovation: resolving the paradox in family firms, California Management Review, Vol. 58 No. 1, 5-19

Family

willingnessWhere do we want to go?

Family

ability as

discretionHow can we go

there?

Family

ability as

resourcesWhat do we

use/need to go

there?

FAMILY FIRM IDIOSYNCRATIC

CHARACTERISTICS

Locus of innovation

searchWhere do we search for the

knowledge and resources we

need to innovate?

Approach to

innovation

managementHow can we want

to manage the

innovation

process?

Type of

innovation What do we want to

innovate?

INNOVATION STRATEGIC

DECISIONS

Fit

3. InnovazioneA Family-driven Innovation framework


3. InnovazioneOpen Innovation nelle aziende familiari

Family firm capabilities Knowledge Management Barriers


IMPRINTING• Infusing knowldge search process

• Warranting the transmission of family

values

FRATERNIZATION• Sharing and disseminating

experiences

• Delegation to non-family members

• Establishing a trustful network of

partners

BARRIERS TO KNOWLEDGE

ACQUISITION• Inventor syndrome

BARRIERS TO KNOWLEDGE

TRANSFER• Lack of intrafirm formalizaion

• Partner’s selection

• Lack of formal interfirm knowledge transfer

mechanisms

Adattato da (fonte): Casprini, E., De Massis, A., Di Minin, A., Frattini, F., Piccaluga, A. (2017). “How family firms execute open innovation strategies: The Loccioni case”, Journal of

Knowledge Management 21 (6):1459-1485

4. Internazionalizzazione

Aziende

familiari

Aziende

non

familiari


4. InternazionalizzazioneFattori che rallentano

Tra i fattori che rallentano (rigidity variables):

Mancanza di capacità manageriali

Ruolo delle next-generations

Obiettivi di crescita limitati

Avversione al rischio

Capitale finanziario ristretto

modello di business legato alla cultura locale (Gallo e Sveen, 1991)

Capitale sociale con liability role

Fonti: Gallo, M.A., Pont, C.G. (1996). Important factors in family business internationalization, Family Businss Review, Vol. 9 No. 1, 45-59; Gallo, M.A., Sveen, J. (1991).

Internationizing the family business: facilitating and restraining factors, Family Business Review, Vol. 4 No. 2, 181-190; Kontinen, T., Ojala, A. (2010). The

internationalization of family business: a review of extant research, Journal of Family Business Strartegy, Vol. 1 No. 2, 97-107; Kontinen, T., Ojala, A. (2011). Social

capital in relation to the foreign market entry and post-entry operation of family SMEs, Journal of International Entrepreneurship, Vol. 9 No. 2, 133-151


Tra i fattori che velocizzano (elasticiy varibales) :

Long-term orientation

Velocità nel prendere le decisioni

Management non familiare

Capitale sociale con efficacy role e serendipity role

4. InternazionalizzazioneFattori che velocizzano

Fonti: Gallo, M.A., Pont, C.G. (1996). Important factors in family business internationalization, Family Businss Review, Vol. 9 No. 1, 45-59; Gallo, M.A., Sveen, J. (1991).

Internationizing the family business: facilitating and restraining factors, Family Business Review, Vol. 4 No. 2, 181-190; Kontinen, T., Ojala, A. (2010). The

internationalization of family business: a review of extant research, Journal of Family Business Strartegy, Vol. 1 No. 2, 97-107; Kontinen, T., Ojala, A. (2011). Social

capital in relation to the foreign market entry and post-entry operation of family SMEs, Journal of International Entrepreneurship, Vol. 9 No. 2, 133-151

Generalmente, le imprese

familiari tendono a

internazionalizzarsi in modo

sequenziale, scegliendo

paesi che sono vicini

geograficamente o

culturalmente


5. Marketing

Storia

Identità

Valori familiari ed aziendali

Importanza della reputazione

Fonte: Binz Astrachan, C., Botero, I., Astrachan, J.H., Pruegl, R. (2018). Branding the family firm: a review, integrative framework proposal, and research agenda,

Journal of Family Business Strategy. https://doi.org/10.1016/j.jfbs.2018.01.002


https://doi.org/10.1016/j.jfbs.2018.01.002

5. MarketingStrategie di branding

Fonte: Micelotta, E.R., Raynard, M. (2011). Conceiling or revealing the family? Corporate brand identity strategies in family firms, Fabily Business Review, Vol. 24 No. 3, 197-216

Family

Preservation

Strategy

Family

Enrichment

Strategy

Family

Subordination

Strategy

L’identità dell’azienda e quella della

famiglia sono distinte; l’enfasi non è più

sul passato, ma sull’evoluzione; la

famiglia rappresenta semplicemente

come «employee»

L’identità dell’organizzazione è definita

dall’eccellenza del prodotto/servizio,

tradizione e modernità coesistono, la

famiglia garantisce la continuità intesa

come radicata nel passato ma proiettata

verso il futuro

Enfasi sulla famiglia; preservare il

passato; famiglia come garante di

continuità (il passato e le tradizioni sono

importanti)


Prospettive teoriche

Quali lenti teoriche usate maggiormente quando analizziamo le

aziende familiari?

a. Resource-based view (RBV)

b. Agency theory

c. Stewardship theory

d. Behavioural theory


GRAZIE


Documents

Le Imprese Familiari. - disag.unisi.it · Trends and directions in the development of a strategic management theory of the family firm, ... An annotated bibliography, ... innovation