Absorptive capacity in family firms: exploring the role of the CEO

Purpose: Absorptive capacity (AC), the ability to leverage external knowledge for innovation, helps explain the mixed findings on family firms' innovation performance. Our research focuses on the CEO's role - whether family or non-family, and founding or later generation - in influ...

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Autores: Garcés Galdeano, Lucía, Kotlar, Josip, Caicedo Leitón, Ana Lucía, Larraza Kintana, Martín, Frattini, Federico
Tipo de recurso: artículo
Estado:Versión aceptada para publicación
Fecha de publicación:2024
País:España
Institución:Universidad Pública de Navarra
Repositorio:Academica-e. Repositorio Institucional de la Universidad Pública de Navarra
OAI Identifier:oai:academica-e.unavarra.es:2454/47605
Acceso en línea:https://hdl.handle.net/2454/47605
Access Level:acceso abierto
Palabra clave:Family firms
Absorptive capacity
Family CEO
Family generation
Heterogeneity
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spelling Absorptive capacity in family firms: exploring the role of the CEOGarcés Galdeano, LucíaKotlar, JosipCaicedo Leitón, Ana LucíaLarraza Kintana, MartínFrattini, FedericoFamily firmsAbsorptive capacityFamily CEOFamily generationHeterogeneityPurpose: Absorptive capacity (AC), the ability to leverage external knowledge for innovation, helps explain the mixed findings on family firms' innovation performance. Our research focuses on the CEO's role - whether family or non-family, and founding or later generation - in influencing AC. We also explore how firm size and environmental dynamism affect these relationships, offering insights into varying AC levels among family firms. Design/methodology/approach: OLS regression models were estimated to test the hypotheses using a sample of 364 family firms in Spain. Findings: Family firms¿ absorptive capacity is greater when the CEO is a family member, and even more so when the family CEO belongs to the founding family generation. While AC diminishes in larger family firms this effect is mitigated when the CEO is a family member. The predicted moderating effect of environmental dynamisms is not supported by the analyses. Originality: This paper adds insights about the drivers of heterogeneity in innovation among family firms, addressing recent calls for more nuanced views of how family members drive the strategic behavior of the business, and incorporating considerations of different types of family firms based on the identity of the firm CEO. The results overall support the theoretical claims, but also open up important questions for future studies.The author gratefully acknowledges the funding received through the TED2021-132446B-I00 (MICIN/ AEI/10.13039/501100011033) research project and the European Union NextGenerationEU/PRTR and the PID2020-115018RB-C31 (AEI/FEDER, UE) research project financed by the Spanish Ministry of Science, Innovation and Universities and the European Regional Development Funds.EmeraldGestión de EmpresasEnpresen KudeaketaInstitute for Advanced Research in Business and Economics - INARBE2024info:eu-repo/semantics/articleinfo:eu-repo/semantics/acceptedVersionapplication/pdfhttps://hdl.handle.net/2454/47605reponame:Academica-e. Repositorio Institucional de la Universidad Pública de Navarrainstname:Universidad Pública de NavarraInglésinfo:eu-repo/grantAgreement/AEI/Plan Estatal de Investigación Científica y Técnica y de Innovación 2021-2023/TED2021-132446B-I00info:eu-repo/grantAgreement/AEI/Plan Estatal de Investigación Científica y Técnica y de Innovación 2017-2020/PID2020-115018RB-C31© Emerald Publishing Limited.info:eu-repo/semantics/openAccessoai:academica-e.unavarra.es:2454/476052026-06-17T12:41:47Z
dc.title.none.fl_str_mv Absorptive capacity in family firms: exploring the role of the CEO
title Absorptive capacity in family firms: exploring the role of the CEO
spellingShingle Absorptive capacity in family firms: exploring the role of the CEO
Garcés Galdeano, Lucía
Family firms
Absorptive capacity
Family CEO
Family generation
Heterogeneity
title_short Absorptive capacity in family firms: exploring the role of the CEO
title_full Absorptive capacity in family firms: exploring the role of the CEO
title_fullStr Absorptive capacity in family firms: exploring the role of the CEO
title_full_unstemmed Absorptive capacity in family firms: exploring the role of the CEO
title_sort Absorptive capacity in family firms: exploring the role of the CEO
dc.creator.none.fl_str_mv Garcés Galdeano, Lucía
Kotlar, Josip
Caicedo Leitón, Ana Lucía
Larraza Kintana, Martín
Frattini, Federico
author Garcés Galdeano, Lucía
author_facet Garcés Galdeano, Lucía
Kotlar, Josip
Caicedo Leitón, Ana Lucía
Larraza Kintana, Martín
Frattini, Federico
author_role author
author2 Kotlar, Josip
Caicedo Leitón, Ana Lucía
Larraza Kintana, Martín
Frattini, Federico
author2_role author
author
author
author
dc.contributor.none.fl_str_mv Gestión de Empresas
Enpresen Kudeaketa
Institute for Advanced Research in Business and Economics - INARBE
dc.subject.none.fl_str_mv Family firms
Absorptive capacity
Family CEO
Family generation
Heterogeneity
topic Family firms
Absorptive capacity
Family CEO
Family generation
Heterogeneity
description Purpose: Absorptive capacity (AC), the ability to leverage external knowledge for innovation, helps explain the mixed findings on family firms' innovation performance. Our research focuses on the CEO's role - whether family or non-family, and founding or later generation - in influencing AC. We also explore how firm size and environmental dynamism affect these relationships, offering insights into varying AC levels among family firms. Design/methodology/approach: OLS regression models were estimated to test the hypotheses using a sample of 364 family firms in Spain. Findings: Family firms¿ absorptive capacity is greater when the CEO is a family member, and even more so when the family CEO belongs to the founding family generation. While AC diminishes in larger family firms this effect is mitigated when the CEO is a family member. The predicted moderating effect of environmental dynamisms is not supported by the analyses. Originality: This paper adds insights about the drivers of heterogeneity in innovation among family firms, addressing recent calls for more nuanced views of how family members drive the strategic behavior of the business, and incorporating considerations of different types of family firms based on the identity of the firm CEO. The results overall support the theoretical claims, but also open up important questions for future studies.
publishDate 2024
dc.date.none.fl_str_mv 2024
dc.type.none.fl_str_mv info:eu-repo/semantics/article
info:eu-repo/semantics/acceptedVersion
format article
status_str acceptedVersion
dc.identifier.none.fl_str_mv https://hdl.handle.net/2454/47605
url https://hdl.handle.net/2454/47605
dc.language.none.fl_str_mv Inglés
language_invalid_str_mv Inglés
dc.relation.none.fl_str_mv info:eu-repo/grantAgreement/AEI/Plan Estatal de Investigación Científica y Técnica y de Innovación 2021-2023/TED2021-132446B-I00
info:eu-repo/grantAgreement/AEI/Plan Estatal de Investigación Científica y Técnica y de Innovación 2017-2020/PID2020-115018RB-C31
dc.rights.none.fl_str_mv © Emerald Publishing Limited.
info:eu-repo/semantics/openAccess
rights_invalid_str_mv © Emerald Publishing Limited.
eu_rights_str_mv openAccess
dc.format.none.fl_str_mv application/pdf
dc.publisher.none.fl_str_mv Emerald
publisher.none.fl_str_mv Emerald
dc.source.none.fl_str_mv reponame:Academica-e. Repositorio Institucional de la Universidad Pública de Navarra
instname:Universidad Pública de Navarra
instname_str Universidad Pública de Navarra
reponame_str Academica-e. Repositorio Institucional de la Universidad Pública de Navarra
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