 Is Social Capital Perceived as a Source of Competitive Advantage or Disadvantage for Family Firms? An Exploratory Analysis of CEO PerceptionsAlfredo De Massis, Josip Kotlar and Federico Frattini Journal of Entrepreneurship and Innovation in Emerging Economies, 2013, vol. 22, issue 1, 15-41 Abstract: Although psychological perspectives suggest that executives’ perceptions do matter when it comes to predict the outcomes of strategic processes, little research has dealt with CEO perceptions in family firms. In this article we focus on the social capital resources of family firms and investigate which resources are perceived as competitive (dis)advantages and which factors affect the differences in perceptions among family firms’ CEOs. We rely on a multiple case study that involved seven family firms operating in the transportation industry. The case study analysis shows that a number of advantages and disadvantages are commonly perceived by family business CEOs in relation to both internal and external dimensions of social capital and that difference in perceptions exist related to the social influences produced by interactions between family and business. Keywords: family firms; social capital; CEO perceptions; competitive advantages; competitive disadvantages; emotional attachment (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:sae:jouent:v:22:y:2013:i:1:p:15-41 Access Statistics for this article More articles in Journal of Entrepreneurship and Innovation in Emerging Economies from Entrepreneurship Development Institute of India |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.