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Article
Clarifying the strategic advantage of familiness: Unbundling its dimensions and highlighting its paradoxes
Journal of family business strategy
  • Wayne J. Irava, Bond University
  • Ken Moores, Bond University
Date of this Version
9-1-2010
Document Type
Journal Article
Publication Details

Accepted Version.

Irava, W. J., & Moores, K. (2010). Clarifying the strategic advantage of familiness: Unbundling its dimensions and highlighting its paradoxes. Journal of Family Business Strategy, 1(3), 131-144.

Access the publisher's website.

2010 HERDC submission. FoR Code: 150300

© Copyright Elsevier Ltd., 2010

Abstract
Using a resource-based theoretical lens we clarify familiness by identifying the dimensions of this unique family business resource in multigenerational family firms. Using data from four in-depth case studies, we provide evidence that familiness is comprised of human resources (reputation and experience), organisational resources (decision-making and learning), and process resources (relationships and networks). Furthermore, we demonstrate how these resource dimensions are paradoxical in nature in that each influences the family firm in both positive and negative ways. These dimensions and their nature (positive/negative) thus not only help clarify a firm¿s familiness but also move the construct from a conceptual notion into a more operationalised form.
Citation Information
Wayne J. Irava and Ken Moores. "Clarifying the strategic advantage of familiness: Unbundling its dimensions and highlighting its paradoxes" Journal of family business strategy Vol. 1 Iss. 3 (2010) p. 131 - 144
Available at: http://works.bepress.com/ken_moores/30/