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VIEW AND MANAGEMENT OF INNOVATIVENESS UPON SUCCESSION IN FAMILY-OWNED SMEs
Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
Lunds Tekniska Högskola.
Linköping University, Department of Management and Engineering, Industrial Marketing and Industrial Economics. Linköping University, The Institute of Technology.
2011 (English)In: International Journal of Innovation Management, ISSN 1363-9196, E-ISSN 1757-5877, Vol. 15, no 3, 617-640 p.Article in journal (Refereed) Published
Abstract [en]

The purpose of this paper is to provide insights into how the successors of family-owned manufacturing SMEs view and manage innovativeness. Research into company takeovers mainly focuses on large companies and little is known about innovativeness in research on family-owned businesses, often SMEs. This paper presents findings from ten company successions, five of which describe family successions and five external ones. The paper points to that there is little difference in how various types of successor view and manage innovativeness. A successor is chosen with care and this also influences the view and management of innovativeness; other criteria seem to apply in the succession and radical changes can only be introduced if a number of contextual factors are managed properly. The paper also indicates that while financial constraints may limit innovations, a strong financial situation is not an antecedent for innovativeness.

Place, publisher, year, edition, pages
London, UK: Imperial College Press , 2011. Vol. 15, no 3, 617-640 p.
Keyword [en]
Succession, family-owned, SMEs, innovativeness, acquisition, takeover, radical, incremental
National Category
Business Administration
Identifiers
URN: urn:nbn:se:liu:diva-71202DOI: 10.1142/S136391961100326XOAI: oai:DiVA.org:liu-71202DiVA: diva2:446033
Available from: 2011-10-05 Created: 2011-10-05 Last updated: 2017-12-08

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