Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/231727 
Year of Publication: 
2020
Citation: 
[Journal:] European Journal of Family Business (EJFB) [ISSN:] 2444-877X [Volume:] 10 [Issue:] 1 [Publisher:] UMA Editorial, Universidad de Málaga [Place:] Málaga [Year:] 2020 [Pages:] 6-18
Publisher: 
UMA Editorial, Universidad de Málaga, Málaga
Abstract: 
Firms develop and use multiple strategic orientations. However, the investigations considering more than one strategic orientation are scant and have paid scant attention to the singular context of family firms, despite the growing evidence of their special strategic behavior. To cover these research gaps, we analyze the combined effects of three strategic orientations (mainly, entrepreneurial orientation, learning orientation, and market orientation) on family firm's performance, by comparing family firms and non-family firms from Spain and Portugal. Our results show that the entrepreneurial orientation is the strategic orientation with higher impact on family firm performance, followed by market orientation, so, our work offers family firms some insights to an improved performance. In addition our work contributes to literature by corroborating the idea of strategic equifinality.
Subjects: 
family firm
entrepreneurial orientation
learning orientation
market orientation
equifinality
performance
strategic orientation
JEL: 
M1
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by-nc-sa Logo
Document Type: 
Article

Files in This Item:
File
Size





Items in EconStor are protected by copyright, with all rights reserved, unless otherwise indicated.