Is Social Capital Perceived as a Source of Competitive Advantage or Disadvantage for Family Firms? An Exploratory Analysis of CEO Perceptions
March 2, 2013 Editor 0
Although psychological perspectives suggest that executives’ perceptions do matter when it comes to predict the outcomes of strategic processes, little research has dealt with CEO perceptions in family firms. In this article we focus on the social capital resources of family firms and investigate which resources are perceived as competitive (dis)advantages and which factors affect the differences in perceptions among family firms’ CEOs. We rely on a multiple case study that involved seven family firms operating in the transportation industry. The case study analysis shows that a number of advantages and disadvantages are commonly perceived by family business CEOs in relation to both internal and external dimensions of social capital and that difference in perceptions exist related to the social influences produced by interactions between family and business.
- RSVP Now for Social Network Analysis: Influence and Impact Beyond Likes and Retweets
- Understanding Willingness to Pay for Social Network Sites
- To Work with Data, You Need a Lab and a Factory
- USAID Guide: Strengthening Civil Society through Social Media
- Why Aren’t You Delegating?
- Why African Entrepreneurs Should Build Software Products For The Global Market
Subscribe to our stories
- SL Crowd Green Solutions September 21, 2020
- Digital transformation in the banking sector: surveys exploration and analytics August 3, 2020
- Why Let Others Disrupt You? Take the Smart Self-Disruption Journey! August 3, 2020
- 5 Tips for Crowdfunding During the Pandemic August 3, 2020
- innovation + africa; +639 new citations August 3, 2020