Addae-Boateng and Dzisi (2016)ADDAE-BOATENG, S.; DZISI, S. G. Innovation enhancement in family business SMEs in Ghana. International Journal of Innovation Science, Bingley, v. 8, n. 4, p. 388-403, 2016. http://dx.doi.org/10.1108/IJIS-07-2016-0014. http://dx.doi.org/10.1108/IJIS-07-2016-0...
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The results show that the innovative capacity of family businesses can be boosted by the listed factors such as: financial resources, skilled labor and organizational culture. |
qualitative |
Ahluwalia, Mahto and Walsh (2017)AHLUWALIA, S.; MAHTO, R. V.; WALSH, S. T. Innovation in small firms: does family vs. non-family matter? Journal of Small Business Strategy, Illinois, v. 27, n. 3, p. 39-49, 2017. Available from: <https://161.45.205.92/index.php/jsbs/article/view/810>. Access in: 15 July 2021. https://161.45.205.92/index.php/jsbs/art...
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The results indicate that family businesses are more likely than nonfamily businesses to invest in innovation. The study results suggest that family employees are a key element of innovation in companies. |
quantitative |
Ashwin, Krishnan and George (2015)ASHWIN, A. S.; KRISHNAN, R. T.; GEORGE, R. Family firms in India: family involvement, innovation and agency and stewardship behaviors. Asia Pacific Journal of Management, North Ryde, v. 32, n. 4, p. 869-900, 2015. http://dx.doi.org/10.1007/s10490-015-9440-1. http://dx.doi.org/10.1007/s10490-015-944...
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The results show that family members with greater ownership and control can promote a greater level of these investments, and also facilitate access to foreign technology, complementary resources, and technical talent. |
quantitative |
Basco and Calabrò (2016)BASCO, R.; CALABRÒ, A. Open innovation search strategies in family and non-family SMEs. Academia, Caracas, v. 29, n. 3, p. 279-302, 2016. http://dx.doi.org/10.1108/ARLA-07-2015-0188. http://dx.doi.org/10.1108/ARLA-07-2015-0...
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The results reveal that small family businesses do not differ from nonfamily businesses in their internal innovation activities to develop or create new products, services, and/or processes. |
quantitative |
Bergfeld and Weber (2011)BERGFELD, M. M. H.; WEBER, F. M. Dynasties of innovation: highly performing German family firms and the owners’ role for innovation. International Journal of Entrepreneurship and Innovation Management, Milton Keynes, v. 13, n. 1, p. 80-94, 2011. http://dx.doi.org/10.1504/IJEIM.2011.038449. http://dx.doi.org/10.1504/IJEIM.2011.038...
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The results of the study show that the family businesses analyzed have a high innovation orientation. Family involvement focuses on maintaining long-term innovation capability in front of the incremental innovation challenges of everyday business. |
qualitative |
Bigliardi and Galati (2018)BIGLIARDI, B.; GALATI, F. Family firms and collaborative innovation: present debates and future research. European Journal of Innovation Management, Bingley, v. 21, n. 2, p. 334-358, 2018. http://dx.doi.org/10.1108/EJIM-05-2017-0054. http://dx.doi.org/10.1108/EJIM-05-2017-0...
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The review show that the dichotomy between ability and willingness is due to the involvement of the family in the dimensions of governance. The characteristics of family businesses are described by the company's ability to manage and willingness to participate in collaborative innovation projects. |
literature revision |
Broekaert, Andries and Debackere (2016)BROEKAERT, W.; ANDRIES, P.; DEBACKERE, K. Innovation processes in family firms: the relevance of organizational flexibility. Small Business Economics, Dordrecht, v. 47, n. 3, p. 771-785, 2016. http://dx.doi.org/10.1007/s11187-016-9760-7. http://dx.doi.org/10.1007/s11187-016-976...
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The results confirm that family businesses invest less in R&D activities, and the long-term orientation of families can stimulate these activities. The focus of the family business is on creating value for the family, family harmony, and business continuity, and risk aversion reduces investments for innovation. |
quantitative |
Carnes and Ireland (2013)CARNES, C. M.; IRELAND, R. D. Familiness and Innovation: resource bundling as the missing link. Entrepreneurship Theory and Practice, London, v. 37, n. 6, p. 1399-1419, 2013. http://dx.doi.org/10.1111/etap.12073. http://dx.doi.org/10.1111/etap.12073...
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The review that through the resource aggregation sub-processes, it is possible to identify that family resources, familiness, and differentially influence innovation because of organizational activities. |
literature revision |
Chrisman et al. (2015)CHRISMAN, J. et al. The ability and willingness paradox in family firm innovation. Journal of Product Innovation Management, New York, v. 32, n. 3, p. 310-318, 2015. http://dx.doi.org/10.1111/jpim.12207. http://dx.doi.org/10.1111/jpim.12207...
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The literature-based review presents a framework for how family involvement influences innovation management based on capacity (discretion to act) and willingness (willingness to act), which distinguish family businesses from nonfamily businesses and lead to heterogeneity family businesses. |
literature revision |
Craig and Moores (2006)CRAIG, J. B.; MOORES, K. A 10-year longitudinal investigation of strategy, systems, and environment on innovation in family firms. Family Business Review, San Francisco, v. 19, n. 1, p. 1-10, 2006. http://dx.doi.org/10.1111/j.1741-6248.2006.00056.x. http://dx.doi.org/10.1111/j.1741-6248.20...
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The results indicate that innovation is related to the life stage of companies, and the levels of innovation are related to the life stage of companies. Family firms may be better able to change their information acquisition behaviors in response to changes in the environment or in relation to innovative strategies. |
quantitative |
Craig et al. (2014)CRAIG, J. B. et al. Exploring relationships among proactiveness, risk‐taking and innovation output in family and non‐family firms. Creativity and Innovation Management, Oxford, v. 23, n. 2, p. 199-210, 2014. http://dx.doi.org/10.1111/caim.12052. http://dx.doi.org/10.1111/caim.12052...
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The results show that risk-taking does not affect the production of innovation in family businesses, while in nonfamily businesses, the production of innovation is increased through risk-taking. Furthermore, proactive family firms influence their innovation output more positively than proactive nonfamily firms. |
quantitative |
De Massis, Di Minin and Frattini (2015)DE MASSIS, A.; DI MININ, A.; FRATTINI, F. Family-Driven Innovation: resolving the paradox in family firms. California Management Review, Berkeley, v. 58, n. 1, p. 5-19, 2015. http://dx.doi.org/10.1525/cmr.2015.58.1.5. http://dx.doi.org/10.1525/cmr.2015.58.1....
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The review presents a model an adjustment between the dimension of the heterogeneity of the characteristics of family businesses (where the company wants to go, how the company can reach its final objective, and what it takes to reach this objective) with the heterogeneity of innovation decisions (where to look for resources and knowledge to innovate, the innovation strategy to invest, be it products, services, processes, and how you are willing to invest). |
literature revision |
De Massis, Frattini and Lichtenthaler (2012)DE MASSIS, A.; FRATTINI, F.; LICHTENTHALER, U. Research on technological innovation in family firms: present debates and future directions. Family Business Review, San Francisco, v. 26, n. 1, p. 10-31, 2012. http://dx.doi.org/10.1177/0894486512466258. http://dx.doi.org/10.1177/08944865124662...
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The review study shows that family involvement has direct effects on innovation inputs, activities, and outcomes. It also presents theories applied in family business research to discuss opportunities to extend technological innovation structures considering family involvement. |
literature revision |
De Massis, Kotlar and Cassia (2013)DE MASSIS, A.; KOTLAR, J.; CASSIA, L. How do entrepreneurs of family firms perceive their competitive advantages and disadvantages compared to non-family companies? Empirical evidence from the transportation industry. International Journal of Entrepreneurship and Small Business, Cullowhee, v. 51, n. 1, p. 167-189, 2013. http://dx.doi.org/10.1504/IJESB.2013.054962. http://dx.doi.org/10.1504/IJESB.2013.054...
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The analysis shows that family businesses differ from nonfamily businesses about product innovation strategies and the organization of the innovation process. |
qualitative |
Deman, Jorissen and Laveren (2018)DEMAN, R.; JORISSEN, A.; LAVEREN, E. Family control and innovativeness in private firms: the mediating role of board task performance. Management Decision, London, v. 56, n. 2, p. 295-310, 2018. http://dx.doi.org/10.1108/MD-09-2016-0665. http://dx.doi.org/10.1108/MD-09-2016-066...
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The results reveal that family-controlled companies are less innovative than nonfamily-controlled companies. However, companies where the board of directors performs control tasks are more prone to innovation. Family businesses with a low percentage of family directors are more likely to adopt innovative attitudes and behaviors. |
quantitative |
Diéguez-Soto, Garrido-Moreno and Manzaneque (2018)DIÉGUEZ-SOTO, J.; GARRIDO-MORENO, A.; MANZANEQUE, M. Unravelling the link between process innovation inputs and outputs: the moderating role of family management. Journal of Family Business Strategy, Amsterdam, v. 9, n. 2, p. 114-127, 2018. http://dx.doi.org/10.1016/j.jfbs.2017.11.007. http://dx.doi.org/10.1016/j.jfbs.2017.11...
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The results show that family management increases the rate of conversion of innovation inputs into process innovation results. There is also evidence of the existence of a non-linear relationship between the mix of innovation inputs and process innovation, indicating that there are both a minimum and a maximum level in the efficient use of resources in process innovation. |
quantitative |
Duréndez, Madrid-Guijarro and García-Pérez-de-Lema (2011)DURÉNDEZ, A.; MADRID-GUIJARRO, A.; GARCÍA-PÉREZ-DE-LEMA, D. Innovative culture. management control systems and performance in small and medium-sized Spanish family firms. Innoar, Revistra de Ciencias Administrativas Sociales, Bogotá, v. 21, n. 40, p. 137-153, 2011.
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The results confirm the existence of cultural differences between family and nonfamily businesses. Family businesses have their own values and cultural beliefs higher than nonfamily businesses. |
quantitative |
Fuetsch and Suess-Reyes (2017)FUETSCH, E.; SUESS-REYES, J. Research on innovation in family businesses: are we building an ivory tower? Journal of Family Business Management, Bingley, v. 7, n. 1, p. 44-92, 2017. http://dx.doi.org/10.1108/JFBM-02-2016-0003. http://dx.doi.org/10.1108/JFBM-02-2016-0...
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The results of the review show that the dominant theme investigated in the articles reviewed approach innovation and its relationship with the components of family involvement, and unanimously show the importance of innovation for strengthening business performance. When considering innovation in family businesses over different life cycles, it appears that innovation declines with the age of the business, interrupted by innovative impulses followed by generational changes. Thus, family business succession constitutes a window of opportunity for innovation. |
literature revision |
Hatak et al. (2016)HATAK, I. et al. Innovativeness and family-firm performance: the moderating effect of family commitment. Technological Forecasting and Social Change, Amsterdam, v. 102, p. 120-131, 2016. http://dx.doi.org/10.1016/j.techfore.2015.02.020. http://dx.doi.org/10.1016/j.techfore.201...
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The results show that the ability to develop and launch product innovations (innovativeness) contributes positively to the performance of the family business. This implies that owner families must avoid their level of commitment stabilizing between high and low if they want to convert their company's innovation into performance. |
Quantitative |
Ingram et al. (2016)INGRAM, A. E. et al. Paradoxes and innovation in family firms: The role of paradoxical thinking. Entrepreneurship Theory and Practice, London, v. 40, n. 1, p. 161-176, 2016. http://dx.doi.org/10.1111/etap.12113. http://dx.doi.org/10.1111/etap.12113...
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Studies emphasize that family businesses are inherently paradoxical and that tensions such as tradition versus change, family liquidity versus business growth, and founder control versus successor autonomy can both inhibit and foster innovation. Study results indicate that paradoxical tensions can impede innovative behavior, but that leaders' paradoxical thinking is positively related to innovative behavior. |
Quantitative |
Kellermanns et al. (2012)KELLERMANNS, F. W. et al. Innovativeness in family firms: a family influence perspective. Small Business Economics, Dordrecht, v. 38, n. 1, p. 85-101, 2012. http://dx.doi.org/10.1007/s11187-010-9268-5. http://dx.doi.org/10.1007/s11187-010-926...
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The results indicate that the more concentrated the ownership in relation to its generations, the greater the innovation, and in turn, the greater the innovation in family businesses, the greater the performance. |
Quantitative |
Laforet (2016)LAFORET, S. Effects of organisational culture on organisational innovation performance in family firms. Journal of Small Business and Enterprise Development, London, v. 23, n. 2, p. 379-407, 2016. http://dx.doi.org/10.1108/JSBED-02-2015-0020. http://dx.doi.org/10.1108/JSBED-02-2015-...
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The results show that an externally oriented, flexible, proactive, and long-term oriented entrepreneurial culture leads to the high performance of organizational innovation in family businesses. Whereas an internally focused culture, such as the founding culture, impedes innovation. |
Quantitative |
Lambrechts et al. (2017)LAMBRECHTS, F. et al. Exploring open innovation in entrepreneurial private family firms in low- and medium-technology industries. Organizational Dynamics, New York, v. 46, n. 4, p. 244-261, 2017. http://dx.doi.org/10.1016/j.orgdyn.2017.05.001. http://dx.doi.org/10.1016/j.orgdyn.2017....
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The results reveal that family entrepreneurs can use different mechanisms to face the challenges between the conflicting objectives in the family business and in the family system. The first mechanism is related to the congruence of goals and the shared vision of open innovation within the family. The second mechanism refers to the search for an effective open innovation strategy to ensure the continuity of the family business. And the third mechanism involves the leadership conduct with its partner's external knowledge, minimizing the possibility of losing control over the goals and strategic trajectory, and maintaining control of the family business. |
Qualitative |
Li and Daspit (2016)LI, Z.; DASPIT, J. J. Understanding family firm innovation heterogeneity: a typology of family governance and socioemotional wealth intentions. Journal of Family Business Management, Bingley, v. 6, n. 2, p. 103-121, 2016. http://dx.doi.org/10.1108/JFBM-02-2015-0010. http://dx.doi.org/10.1108/JFBM-02-2015-0...
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The present review identified that the family business' risk orientation, the innovation goal, and the diversity of knowledge vary depending on the degree of family involvement in governance and objectives. |
literature revision |
Llach and Nordqvist (2010)LLACH, J.; NORDQVIST, M. Innovation in family and non-family businesses: a resource perspective. International Journal of Entrepreneurial Venturing, New York, v. 2, n. 3-4, p. 381-399, 2010. http://dx.doi.org/10.1504/IJEV.2010.037119. http://dx.doi.org/10.1504/IJEV.2010.0371...
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The results show that family businesses are more innovative than nonfamily businesses, as cooperation is greater than in nonfamily businesses, which is a strong point that can support innovation. |
Quantitative |
Manzaneque, Diéguez-Soto and Garrido-Moreno (2018)MANZANEQUE, M.; DIÉGUEZ-SOTO, J.; GARRIDO-MORENO, A. Technological innovation inputs. outputs and family management: evidence from Spanish manufacturing firms. Innovation Organization and Management, London, v. 20, n. 4, p. 299-325, 2018. http://dx.doi.org/10.1080/14479338.2018.1444491. http://dx.doi.org/10.1080/14479338.2018....
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The results indicate that family-run companies decide to invest less in order to preserve the socioemotional wealth of the family. Family management also raises the possibility that innovation decisions may be based on altruism and nepotism hindering innovation outcomes. |
Quantitative |
Matzler et al. (2015)MATZLER, K. et al. The impact of family ownership, management, and governance on innovation. Journal of Product Innovation Management, New York, v. 32, n. 3, p. 319-333, 2015. http://dx.doi.org/10.1111/jpim.12202. http://dx.doi.org/10.1111/jpim.12202...
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The results show that family participation in management and governance has a negative impact on innovation inputs and a positive influence on innovation output, so family members are risk-averse and reluctant to invest in innovation, but when they do, the result is more effective. |
Quantitative |
Meroño-Cerdán, López-Nicoláz and Molina-Castillo (2017)MEROÑO-CERDÁN, A. L.; LÓPEZ-NICOLÁZ, C.; MOLINA-CASTILLO, F. Risk aversion. innovation and performance in family firms. Economics of Innovation and New Technology, London, v. 27, n. 2, p. 1-15, 2017. http://dx.doi.org/10.1080/10438599.2017.1325569. http://dx.doi.org/10.1080/10438599.2017....
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The results confirm that family involvement does not alter the relationship between risk aversion and business performance. However, they confirm that risk aversion contributes to performance indirectly through increased innovation, suggesting that family firms' ability to innovate is related to long-term performance. |
Quantitative |
Nieto, Santamaria and Fernandez (2015)NIETO, M. J.; SANTAMARIA, L.; FERNANDEZ, Z. Understanding the innovation behavior of family firms. Journal of Small Business Management, Philadelphia, v. 53, n. 2, p. 382-399, 2015. http://dx.doi.org/10.1111/jsbm.12075. http://dx.doi.org/10.1111/jsbm.12075...
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The results show that family businesses make less effort towards innovation, and resort less to external sources of innovation such as technological collaboration. They also suggest that family firms are more likely to carry out incremental innovations than radical innovations. |
Quantitative |
Padilla-Meléndez, Dieguez-Soto and Garrido-Moreno (2015)PADILLA-MELÉNDEZ, A.; DIEGUEZ-SOTO, J.; GARRIDO-MORENO, A. Pesquisa empírica sobre inovação na empresa familiar: Revisão de literatura e proposta de estrutura integrative. Revista Brasileira de Gestão de Negócios, São Paulo, v. 17, n. 56, p. 1064-1089, 2015. http://dx.doi.org/10.7819/rbgn.v17i56.1915. http://dx.doi.org/10.7819/rbgn.v17i56.19...
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The review first identifies the influence of family involvement in leadership. Second, it identifies that organizational, contextual factors, leadership intentions, and organizational outcomes are vital to enabling innovation. Third, it identifies the business processes of organizations. Fourth, it analyzes how business innovation is affected by the characteristics of the company's sector, and fifth, it identifies studies of innovation as a scarce process. |
literature revision |
Penney and Combs (2013)PENNEY, C. R.; COMBS, J. G. Insights from family science: the case of innovation. Entrepreneurship Theory and Practice, London, v. 37, n. 6, p. 1421-1427, 2013. http://dx.doi.org/10.1111/etap.12074. http://dx.doi.org/10.1111/etap.12074...
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The literature identifies a complex model of family structure and innovation through three elements: cohesion (refers to the emotional attachment of family members), flexibility (the ability of family members to assume different roles), and communication (a positive element). |
literature revision |
Pitchayadol et al. (2018)PITCHAYADOL, P. et al. Innovativeness in Thai family SMEs: an exploratory case study. Journal of Small Business Strategy, Illinois, v. 28, n. 1, p. 38-48, 2018.
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The results of the study confirm that power, experience, and culture accelerate innovation in small family businesses, showing that the role of the family in innovation can bring competitive advantage and success to these companies. |
Qualitative |
Röd (2016)RÖD, I. Disentangling the family firm’s innovation process: a systematic review. Journal of Family Business Strategy, Amsterdam, v. 7, n. 3, p. 185-201, 2016. http://dx.doi.org/10.1016/j.jfbs.2016.08.004. http://dx.doi.org/10.1016/j.jfbs.2016.08...
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The review proposes a conceptual framework to provide a holistic view of the innovation process including the family system as an important variable. The framework demonstrates how family factors affect the various stages of the innovation process in the family business. Family business innovation behavior depends on contextual factors such as risk performance, type of family involvement, and generational effects. |
literature revision |
Rondi, De Massis and Kotlar (2019)RONDI, E.; DE MASSIS, A.; KOTLAR, J. Unlocking innovation potential: A typology of family business innovation postures and the critical role of the family system. Journal of Family Business Strategy, Amsterdam, v. 10, n. 4, p. 100236, 2019. http://dx.doi.org/10.1016/j.jfbs.2017.12.001. http://dx.doi.org/10.1016/j.jfbs.2017.12...
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The review develops a typology of four innovation postures in the family business according to levels of risk propensity and attachment to tradition. Family businesses can adopt four different orientations to stimulate innovation: Seasoner, Re-enactor, Digger, and Adventurer. |
literature revision |
Sciascia et al. (2013)SCIASCIA, S. et al. Family communication and innovativeness in family firms. Family Relations, Minneapolis, v. 62, n. 3, p. 429-442, 2013. http://dx.doi.org/10.1111/fare.12014. http://dx.doi.org/10.1111/fare.12014...
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The study based on the literature review presents a model of the relationship between family communication guidelines and innovation, creating six family communication patterns in business as antecedents for innovation in family businesses. |
literature revision |
Serrano-Bedia, López-Fernández and Garcia-Piqueres (2016)SERRANO-BEDIA, A. M.; LÓPEZ-FERNÁNDEZ, M. C.; GARCIA-PIQUERES, G. Analysis of the relationship between sources of knowledge and innovation performance in family firms. Innovation, Cambridge, v. 18, n. 4, p. 489-512, 2016. http://dx.doi.org/10.1080/14479338.2016.1233826. http://dx.doi.org/10.1080/14479338.2016....
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The results indicate that the CEO mandate, strategic orientation, and innovation-decision present an important relationship in Spanish family businesses. They also confirm that risk-taking, cost of innovation, lack of qualified personnel, and customer indifference have a negative relationship with the innovation-decision in these companies. |
Quantitative |
Weismeier-Sammer (2014)WEISMEIER-SAMMER, D. The role of familiness for family business innovativeness. International Journal of Entrepreneurial Venturing, New York, v. 6, n. 2, p. 101-117, 2014. http://dx.doi.org/10.1504/IJEV.2014.062747. http://dx.doi.org/10.1504/IJEV.2014.0627...
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The study shows that familiness has an impact on the business system. The family system plays a vital role in the business' ability to innovate, develops new ideas, and invests in their development. Innovation is passed on to succeeding generations as a principle. The values and structure of the family are aligned with innovation and result from the history of the business. |
Qualitative |