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Family involvement in top management team: Impact on relationships between internal social capital and innovation

Published online by Cambridge University Press:  09 February 2016

Valeriano Sanchez-Famoso ,
Amaia Maseda  and
Txomin Iturralde
Valeriano Sanchez-Famoso*
Affiliation:
University of the Basque Country UPV/EHU, Bilbao, Spain
Amaia Maseda
Affiliation:
University of the Basque Country UPV/EHU, Bilbao, Spain
Txomin Iturralde
Affiliation:
University of the Basque Country UPV/EHU, Bilbao, Spain
*
Corresponding author: [email protected]
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Abstract

Research on innovation in family firms has been increasing recently; however, the results are mixed, especially for non-listed firms. Based on internal social capital, we explore whether the relational antecedents of innovation are contingent on family involvement in management. Using a sample of 172 Spanish family small and medium-sized enterprises – an organisational form with prominent social and emotional factors – we test a structural model that examines the influence exerted by family involvement in the top management team on the relationships between innovation and internal social capital – in the form of family social capital and non-family social capital (family group and non-family group, respectively). The empirical findings obtained using the partial least squares technique show the importance of family involvement in management in such relationships in family firms. Family involvement in management was found to have negative effects in the relationship between internal social capital and innovation.

Keywords

family firmsfamily social capitalnon-family social capitalinnovationfamily management
Type
Research Article
Information
Journal of Management & Organization , Volume 23 , Issue 1 , January 2017 , pp. 136 - 162
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2016 

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