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The impact of a service-dominant focus strategy and stewardship culture on organizational innovativeness in family-owned businesses

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  • Dibrell, Clay
  • Moeller, Miriam
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    Abstract

    Drawing from service-dominant logic and stewardship theory, we examine the extent to which both family- and non-family businesses integrate their customers into their strategic orientation and attempt to satisfy them through increasing innovativeness, while integrating stewardship cultural behaviors in their customer service processes. Through use of primary data, we analyze 206 family- and 101 non-family-owned businesses. Our results indicate that family-owned businesses have a strong service-dominant focus and are more capable of incorporating stewardship cultural behaviors in their customer service processes resulting in increased organizational innovativeness compared to their non-family competitors.

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    Bibliographic Info

    Article provided by Elsevier in its journal Journal of Family Business Strategy.

    Volume (Year): 2 (2011)
    Issue (Month): 1 (March)
    Pages: 43-51

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    Handle: RePEc:eee:fambus:v:2:y:2011:i:1:p:43-51

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    Related research

    Keywords: Service-dominant focus Stewardship culture Organizational innovativeness;

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    1. Munisamy Gopinath & Terry L. Roe & Mathew D. Shane, 1996. "Competitiveness of U.S. Food Processing: Benefits from Primary Agriculture," American Journal of Agricultural Economics, Agricultural and Applied Economics Association, vol. 78(4), pages 1044-1055.
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    Cited by:
    1. Neubaum, Donald O. & Dibrell, Clay & Craig, Justin B., 2012. "Balancing natural environmental concerns of internal and external stakeholders in family and non-family businesses," Journal of Family Business Strategy, Elsevier, vol. 3(1), pages 28-37.

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