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Articles 1 - 25 of 25
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.
Incorporating The Family Dynamic Into The Entrepreneurship Process, Justin Craig, Noel Lindsay
Incorporating The Family Dynamic Into The Entrepreneurship Process, Justin Craig, Noel Lindsay
Justin B. Craig
This research furthers our understanding of the interaction between the fields of entrepreneurship and family business. It presents a framework that introduces the family dynamic to Timmons’ driving forces model of entrepreneurship. The framework highlights the influence of the family in the entrepreneurship process and the importance of the fit among the three driving forces and the family. It highlights the importance of, and the pivotal roles played by, outside boards of directors when entrepreneurial activities are undertaken by family businesses. Using extracts from interviews with family and non-family executives and board members, the research employs a single case study …
Being The Boss And Working For A Boss: Upsides And Downsides, Justin Craig, Michael Schaper, Clay Dibrell
Being The Boss And Working For A Boss: Upsides And Downsides, Justin Craig, Michael Schaper, Clay Dibrell
Justin B. Craig
Comparatively, very little of the Household Income and Labour Dynamics (HILDA) data set has been used to analyse the activities of Australian small business owner-operators, even though there are currently some 1.8 million small firms in existence. Using multiple waves of the HILDA survey, in this paper we investigate two important research questions related to life in a small business in Australia. Question one seeks to uncover differences between small business respondents and employees of private sector firms, by examining issues related to (i) life satisfaction, (ii) job satisfaction, (iii) individual priorities, (iv) perceived prosperity, (v) risk preferences, and (vi) …
Overcoming Liability Of Newness Through Legitimacy: A Stakeholder Salience Perspective, Clay Dibrell, Aaron Johnson, Ken Moores, Justin Craig
Overcoming Liability Of Newness Through Legitimacy: A Stakeholder Salience Perspective, Clay Dibrell, Aaron Johnson, Ken Moores, Justin Craig
Justin B. Craig
Findings are presented on how start-up ventures in search of legitimacy are affected by internal and external stakeholders. Additionally, the salience that start-up entrepreneurs place on external and internal stakeholders in pre- and post-start-up legitimacy attainment is studied. Institutional theory, resource-based view of the firm, and stakeholder salience theory inform our discussion. using case and survey research methods nine start-up and three established Australian wineries from eight different regions are studied. Data collection consisted of: (1) semi-structure interviews with owner(s); (2) field research notes; and (3) a validation questionnaire. The findings suggest that start-ups, in this instance wineries, are able …
A 10-Year Longitudinal Investigation Of Strategy, Systems, And Environment On Innovation In Family Firms, Justin Craig, Ken Moores
A 10-Year Longitudinal Investigation Of Strategy, Systems, And Environment On Innovation In Family Firms, Justin Craig, Ken Moores
Justin B. Craig
This article studies innovation in family firms, filling in some gaps in existent literature. The research addresses the idea of shifting leadership, different mechanisms of facilitating communication, and the importance to the firm of technical progress, linking each to innovation. Shifting leadership is addressed through the longitudinal design. Communication mechanisms are monitored through two constructs: scope of information and timeliness of information. Technical progress is included in an environmental uncertainty factor technoeconomic uncertainty. The findings suggest that linkages between established family firms and innovation may be substantially stronger than currently assumed by many.
Toward A Better Understanding Of Family Enterprising, Morris Mervyn, Justin Craig
Toward A Better Understanding Of Family Enterprising, Morris Mervyn, Justin Craig
Justin B. Craig
By integrating stewardship theory and entrepreneurial orientation perspectives we contribute to the understanding of the concept of family enterprising. Using excerpts from a single case study we provide insight into how a third generation Australian family has evolved and transformed by embracing the notion of family enterprising, which, we suggest, places them in a strong position for sustainability across generations.
Balanced Scorecards To Drive The Strategic Planning Of Family Firms, Justin Craig, Ken Moores
Balanced Scorecards To Drive The Strategic Planning Of Family Firms, Justin Craig, Ken Moores
Justin B. Craig
The focus of this research is the measurement and management tool known as the Balanced Scorecard (BSC) and how it can be applied in the family business context. In this article we add familiness to the four BSC perspectives (financial, innovation and learning, customer, internal process) and illustrate how this can assist business development, management, and succession planning in family-owned businesses. We use an action research project to highlight how family businesses can professionalize their management by the adoption of a BSC strategy map that includes a family business focus and links the core essence of the family business with …
Understanding Family Enterprise: A Book Of Readings, Ken Moores, Justin Craig
Understanding Family Enterprise: A Book Of Readings, Ken Moores, Justin Craig
Justin B. Craig
This collection of papers, written over a span of about 16 years by researchers associated with the Australian Centre for Family Business (ACFB) at Bond University highlight diversity in family business scholarship. Diversity not only with respect to topics but also the range of audiences to which the various communication messages were delivered is indicative of an area of emerging scholarship. The purpose of the collection is primarily to chronicle the distinctive learning experiences of ACFB researchers rather than be a comprehensive coverage of all aspects of family enterprises.
Founding Family Leadership And Industry Profitability, Trond Randoy, Clay Dibrell, Justin Craig
Founding Family Leadership And Industry Profitability, Trond Randoy, Clay Dibrell, Justin Craig
Justin B. Craig
In this article, we argue that firms in high-margin industries can benefit from founding family influence. Specifically, in more profitable markets, the influence of the founding family provides an additional corporate governance-monitoring function. The sample consists of 294 firm-year observations from 98 publicly traded companies headquartered in Sweden, representing approximately half of all nonfinancial traded firms. Our support that the effect of family leadership in publicly held firms should be assessed in relation to the intensity of industry competition.
Factors Critical In Overcoming The Liability Of Newness: Highlighting The Role Of Family, Clay Dibrell, Justin Craig, Ken Moores, Aaron Johnson, Peter David
Factors Critical In Overcoming The Liability Of Newness: Highlighting The Role Of Family, Clay Dibrell, Justin Craig, Ken Moores, Aaron Johnson, Peter David
Justin B. Craig
With a focus on the role of family, we explore factors critical in enabling start-up ventures to attain legitimacy and overcome the liability of newness. Drawing from multiple interviews with leaders of seven start-up ventures, we investigate the function of a variety of factors [e.g., family, distributors, financial supporters, etc.] deemed critical in attaining venture legitimacy. To validate our findings, we conducted additional interviews with three established family ventures. Our discussion highlights the role of family as a legitimizing strategy and provides an increased awareness of how internal and external resources are leveraged by the start-up to gain legitimacy.
Australia’S Dennis Family Corporation, Justin Craig, Ken Moores
Australia’S Dennis Family Corporation, Justin Craig, Ken Moores
Justin B. Craig
This paper details how the Australia Dennis family has been able to professionalize their family business while still retaining their family values and realizing the founders’ vision. We detail how Bert and Dawn Dennis and their four adult offspring decided to amalgamate their associated businesses with the parent company and take on the challenge of professionalizing this new entity. We highlight that, although the four siblings had learnt business, they had to now learn their family business. In addition, the CEO, Grant Dennis, had to learn to lead the business. As well, the Dennis family had to learn to give …
Epilogue - Family Business: A Rich Research Repository, Justin Craig, Ken Moores, Carole Howorth, Panikkos Poutziouris
Epilogue - Family Business: A Rich Research Repository, Justin Craig, Ken Moores, Carole Howorth, Panikkos Poutziouris
Justin B. Craig
Extract:
As evidenced in our opening paper Family Business Research at a Tipping Point Threshold (Craig, Moores, Horworth & Poutzouris 2009), family business as a research pursuit has undergone significant growth during the last decade (Heck, Hoy, Poutziouris & Steier 2008; Sharma, Hoy, Astrachan & Koiranen 2007). The issues that have faced family business as a research destination are common among all emerging fields (Moores 2009b). Diverse methods are appropriate when the questions being asked are more common than the answers being provided. Therefore, a range of qualitative and quantitative methods are involved according to the nature of questions. Although …
An Investigation Of Hindsight Bias In Nascent Venture Activity, Gavin Cassar, Justin Craig
An Investigation Of Hindsight Bias In Nascent Venture Activity, Gavin Cassar, Justin Craig
Justin B. Craig
We posit that individuals who are actively engaged in activities to develop their own venture will exhibit hindsight bias when recalling their startup experiences. We observe that those who fail to develop their startup activity into an operating business demonstrate substantial hindsight bias concerning the probability of venture formation. In particular, the recalled probability of success, reported after their decision to quit, is lower than the probability of success solicited during the nascent process. We argue that the systematic distortion of the past has important implications for individuals involved in the venturing process. Specifically, we suggest that these individuals are …
Family Business Research At A Tipping Point Threshold, Justin Craig, Ken Moores, Carole Howorth, Panikkos Poutziouris
Family Business Research At A Tipping Point Threshold, Justin Craig, Ken Moores, Carole Howorth, Panikkos Poutziouris
Justin B. Craig
In this paper, we report the frequency that family business research has been published by year and by discipline in top-tier journals as listed in the Journal Quality List (JQL) (Harzing 2008) to argue that family business research has reached a tipping point threshold.development.
Entrepreneurship Education: Towards A Discipline-Based Framework, Debra Johnson, Justin Craig, Ryan Hildebrand
Entrepreneurship Education: Towards A Discipline-Based Framework, Debra Johnson, Justin Craig, Ryan Hildebrand
Justin B. Craig
Purpose – The purpose of this exploratory research was to investigate whether: entrepreneurship in the higher education context can be distinguished by disciplined-based needs; and curricula can be developed around these needs. Design/methodology/approach – The authors reviewed the literature related to the development of professions in order to establish a sound theoretical base to distinguish disciplines that require stringent criteria, and which potentially would challenge the introduction of a more flexible curriculum that includes contemporary concepts such as entrepreneurship. The research then focused on two other groups of disciplines which lead to entrepreneurial opportunities with distinct needs in (principally) people …
Establishing Individual Differences Related To Opportunity Alertness And Innovation Dependent On Academic-Career Training, Justin Craig, Debra Johnson
Establishing Individual Differences Related To Opportunity Alertness And Innovation Dependent On Academic-Career Training, Justin Craig, Debra Johnson
Justin B. Craig
Purpose – The purpose of this research was to investigate using the seminal writings of Schumpeter and Kirzner as a guide – individuals who are potentially involved in entrepreneurship can be identified as being innovators or opportunity-alert. Specifically, this exploratory project attempts to answer the following question: “Are some individuals better at being innovators, while others are better able to recognize entrepreneurial opportunities and, if so, does academic-career training matter?” Design/methodology/approach – The study relied on purposive sampling and received survey responses from postgraduate students in business and engineering. The 26-item survey was made up of demographic indices and questions …
From Vision To Variables: A Scorecard To Continue The Professionalization Of A Family Firm, Ken Moores, Justin Craig
From Vision To Variables: A Scorecard To Continue The Professionalization Of A Family Firm, Ken Moores, Justin Craig
Justin B. Craig
This chapter builds on previous projects we have conducted that have concentrated on the key areas of corporate governance and strategic planning in family business. Whereas our previous projects have enlisted an additive approach (that saw the family perspective added to the business), this current research takes on an integrated approach and seeks to integrate issues that influence the family and business systems. Specifically, in this research we use innovation action research (Kaplan, 1998) to illustrate how the Balanced Scorecard that includes reference to family business challenges has been introduced and used to assist family members, board members and management …
Dummy Boards And Bored Dummies: Changes Needed At Bauer Holdings, Justin Craig, James Bergmuller
Dummy Boards And Bored Dummies: Changes Needed At Bauer Holdings, Justin Craig, James Bergmuller
Justin B. Craig
Frank Bauer rules Bauer Holdings by stealth and sees no reason why he should consider giving up his position as Chairman of the board. In this way, Frank is like many business leaders who have been involved in a multi-generational business since its founding. One of Frank's sons holds a position on the board and although Frank wants this son to eventually take over the business, the anointed son does not have the skills required or the passion to pursue the position. The third generation Bauers' are now questioning their involvement in the business and what role, if any, they …
An Investigation And Behavioural Explanation Of Family Businesser Functioning, Justin B. Craig
An Investigation And Behavioural Explanation Of Family Businesser Functioning, Justin B. Craig
Justin B. Craig
This research investigated the causes of behavioural difficulties among family businessers in two studies. Study one adapted the evolutionary theory of the firm to the family business context in an empirical study that involved 370 family businessers from 46 families. The study found that: (1) stakeholder cohorts within the family (employed by the business versus not employed by the business; owners of stock versus non stock owners; related to founder versus not related; male versus female) were significantly divided on business direction and planning, the introduction of new routines to the business and various roles, habits, norms and codes that …
Conflict And Family Functioning In Family Business, Justin Craig
Conflict And Family Functioning In Family Business, Justin Craig
Justin B. Craig
No abstract provided.
A Look At Organizational Conflict In Family Business, Justin Craig
A Look At Organizational Conflict In Family Business, Justin Craig
Justin B. Craig
No abstract provided.