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Long-term orientation: Implications for the entrepreneurial orientation and performance of family businesses

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  • G.T. Lumpkin
  • Keith H. Brigham
  • Todd W. Moss
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    Abstract

    Long-term orientation (LTO), defined as the tendency to prioritize the long-range implications and impact of decisions and actions that come to fruition after an extended time period , is a common characteristic of many family businesses. Prior research is equivocal regarding whether an LTO contributes to or detracts from family firm outcomes. Of particular interest is the extent to which family business can be entrepreneurial given an LTO. Drawing on the concept of entrepreneurial orientation (EO), propositions that relate long- and short-term management time horizons of family firms to five dimensions of EO (innovativeness, proactiveness, risk taking, competitive aggressiveness and autonomy) are developed. Specifically, we propose that an LTO will be positively associated with innovativeness, proactiveness, and autonomy but negatively associated with risk taking and competitive aggressiveness. We also address the long- and short-term implications of EO on the performance of family firms, and identify issues to consider in future research into the EO--LTO relationship.

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    Bibliographic Info

    Article provided by Taylor & Francis Journals in its journal Entrepreneurship & Regional Development.

    Volume (Year): 22 (2010)
    Issue (Month): 3-4 (May)
    Pages: 241-264

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    Handle: RePEc:taf:entreg:v:22:y:2010:i:3-4:p:241-264

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    Cited by:
    1. Wright, Mike & Kellermanns, Franz W., 2011. "Family firms: A research agenda and publication guide," Journal of Family Business Strategy, Elsevier, vol. 2(4), pages 187-198.
    2. Weismeier-Sammer, Daniela, 2011. "Entrepreneurial behavior in family firms: A replication study," Journal of Family Business Strategy, Elsevier, vol. 2(3), pages 128-138.
    3. Bird, Miriam & Wennberg, Karl, 2014. "Regional influences on the prevalence of family versus non-family start-ups," Journal of Business Venturing, Elsevier, vol. 29(3), pages 421-436.
    4. Cacciolatti, Luca & Wan, Tingting, 2012. "A Study of Small Business Owners’ Personal Characteristics and the Use of Marketing Information in the Food and Drink Industry: A Resource-Based Perspective," International Journal on Food System Dynamics, International Center for Management, Communication, and Research, vol. 3(2).
    5. Stewart, Alex & Miner, Anne S., 2011. "The prospects for family business in research universities," Journal of Family Business Strategy, Elsevier, vol. 2(1), pages 3-14, March.
    6. Segaro, Ethiopia L. & Larimo, Jorma & Jones, Marian V., 2014. "Internationalisation of family small and medium sized enterprises: The role of stewardship orientation, family commitment culture and top management team," International Business Review, Elsevier, vol. 23(2), pages 381-395.
    7. Kraiczy, Nils D. & Hack, Andreas & Kellermanns, Franz W., 2014. "New product portfolio performance in family firms," Journal of Business Research, Elsevier, vol. 67(6), pages 1065-1073.
    8. Block, Joern & Spiegel, Frank, 2011. "Family Firms and Regional Innovation Activity: Evidence from the German Mittelstand," MPRA Paper 28604, University Library of Munich, Germany.
    9. Block, J.H. & Spiegel, F., 2013. "Family firm density and regional innovation output: An exploratory analysis," Journal of Family Business Strategy, Elsevier, vol. 4(4), pages 270-280.
    10. Eberhard, Manuel & Craig, Justin, 2013. "The evolving role of organisational and personal networks in international market venturing," Journal of World Business, Elsevier, vol. 48(3), pages 385-397.
    11. Grundström, Christina & Öberg, Christina & Öhrwall Rönnbäck, Anna, 2012. "Family-owned manufacturing SMEs and innovativeness: A comparison between within-family successions and external takeovers," Journal of Family Business Strategy, Elsevier, vol. 3(3), pages 162-173.

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