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Full-Text Articles in Entrepreneurial and Small Business Operations
Twin Brothers In Arms Learn The Family Business, Justin Craig, Wayne Irava, Ken Moores
Twin Brothers In Arms Learn The Family Business, Justin Craig, Wayne Irava, Ken Moores
Justin B. Craig
ExtractIn this case, Moores and Barrett’s (2002) family business learning and life cycle framework has been used as the foundation, along with entrepreneurialorientation (EO) (Lumpkin and Dess 1996; Miller 1983) and the resource-based view of the firm (RBV) (Mahoney and Pandian 1992; Peteraf 1993; Wernerfelt 1984), for a review of an intriguing Australian second generation migrant family business.
Stewardship Climate Scale: Measurement And An Assessment Of Reliability And Validity, Justin Craig, Clay Dibrell, Donald Neubaum, Christopher Thomas
Stewardship Climate Scale: Measurement And An Assessment Of Reliability And Validity, Justin Craig, Clay Dibrell, Donald Neubaum, Christopher Thomas
Justin B. Craig
Building on the seminal work of Davis, Schoorman, and Donaldson (1997), using a three study approach and a combined multi-level respondent sample of 847 from 237 firms, we develop a statistically valid and reliable 18-item measure to capture the degree to which executives act to engender a stewardship climate in their organizations. Nomological validity of our dual (psychological and situational) mechanism measure is established by demonstrating significant associations with multiple individual- and firm-level measures.
Strategic Planning And Flexibility: Governance Control Mechanisms In Family And Non-Family Firms, Clay Dibrell, Justin Craig, Donald Neubaum
Strategic Planning And Flexibility: Governance Control Mechanisms In Family And Non-Family Firms, Clay Dibrell, Justin Craig, Donald Neubaum
Justin B. Craig
We examine governance systems within the contexts of family and non-family owned firms. Specifically, we suggest that while a formal governance mechanism (i.e., formal strategic planning) is positively associated with financial performance in both family and non-family firms, the relative benefit of such a formal governance structure is greater for non-family firms. We posit that strategic flexibility can also be used as a governance mechanism, but the value of this informal governance mechanism is greater for family firms. In a study of 354 firms using moderated regression analysis, we discovered the relative benefit of formal and informal governance mechanisms in …
Natural Environment, Market Orientation, And Firm Innovativeness: An Organizational Life Cycle Perspective, Clay Dibrell, Justin Craig, Eric Hansen
Natural Environment, Market Orientation, And Firm Innovativeness: An Organizational Life Cycle Perspective, Clay Dibrell, Justin Craig, Eric Hansen
Justin B. Craig
Drawing upon the corporate social responsibility literature, we investigate the moderating effects of the natural environment and the stage of an organization’s life cycle on the market orientation to firm innovativeness relationship. Through 229 owners or chief executive officer respondents, our results establish evidence of (1) a positive linkage between market orientation and firm innovativeness; (2) natural environmental policy positively moderating the market orientation to firm innovativeness relationship; and (3) organizational life cycle negatively moderating market orientation to innovativeness. Our findings suggest ventures characterized as being early in the organizational life cycle are more likely to have a positive environmental …
Intrapreneurship In Multi-Generational Family Businesses, Robert Garrett, Clay Dibrell, Justin Craig
Intrapreneurship In Multi-Generational Family Businesses, Robert Garrett, Clay Dibrell, Justin Craig
Justin B. Craig
Drawing from the agency and stewardship theory literature, this conceptual work explores the role of intrapreneurship (internal corporate venturing) in multi-generational family businesses. Specifically, governance and managerial considerations unique to family businesses are used to predict both the relatedness between a parent firm and its ventures, and how these internal new ventures are managed.