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  • Conz_et_al._2020_JFBS_in_press

    Rights statement: This is the author’s version of a work that was accepted for publication in Journal of Family Business Strategy. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Family Business Strategy, 11, 2, 2020 DOI: 10.1016/j.jfbs.2020.100355

    Accepted author manuscript, 958 KB, PDF document

    Embargo ends: 16/06/21

    Available under license: CC BY-NC-ND

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Practicing resilience in family firms: An investigation through phenomenography

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Article number100355
<mark>Journal publication date</mark>30/06/2020
<mark>Journal</mark>Journal of Family Business Strategy
Issue number2
Volume11
Number of pages16
Publication StatusPublished
Early online date16/06/20
<mark>Original language</mark>English

Abstract

Despite the growing interest in resilience in family business, the current literature overlooks the contribution of owners/managers in practicing resilience. We focus on the experiences and practices of owners/managers of family businesses, and apply phenomenography, an interpretive methodology, to capture variations in how owners/managers understand and practice resilience in longstanding Australian and Italian family wineries. The findings show that owners/managers’ resilience practices are determined by four qualitatively different understandings of resilience. Our understanding-based theory provides a novel interpretation of resilience in the family business field, challenging the rationalistic approach by demonstrating that resilience is not universal but multifarious, such that the owners/managers’ understanding of resilience determines how resilience is practiced.

Bibliographic note

This is the author’s version of a work that was accepted for publication in Journal of Family Business Strategy. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Family Business Strategy, 11, 2, 2020 DOI: 10.1016/j.jfbs.2020.100355