Implications of Resources and Cultural Differences
Knowledge often is the fundament for strategic competitive advantage. Thus, it is highly relevant to understand better how knowledge is transferred from one generation to the next in family businesses. Building on the contingency model of family business succession (Royer, Simons, Boyd & Rafferty, 2008) knowledge transfer in different cultures is investigated in this paper. From a resource-oriented perspective two family businesses with a similar industry background from China and Europe are compared regarding education processes and knowledge transfer in the context of family firm succession taking into account the respective transaction atmosphere. For the European family business from the Danish-German border region twelve successions were investigated in a former study: Access to experiential knowledge was found to be a driver of competitive advantage with a shift towards the relevance of industry-specific knowledge showing over time (Boyd & Royer, 2012). The focus of the current study is to gain more insight into long-lived family business cases by taking an additional example from the Chinese context and hereby comparing which resources and knowledge types can be suggested to be relevant for the survival of family businesses in each culture. Implications for family firms depending on the resources and transaction atmosphere are discussed.
culture, family business, knowledge transfer, resource-based view, succession
Main Research Area:
Annual IFERA World Family Business Conference, 2013