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Family-unique resources, marketing resources, and family owners’ willingness to pursue radical innovation: A model and test

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Family-unique resources, marketing resources, and family owners’ willingness to pursue radical innovation: A model and test. / Hu, Qilin; Hughes, Mathew (Mat); Hughes, Paul.
In: Journal of Business Research, Vol. 146, 31.07.2022, p. 264-276.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Hu, Q, Hughes, M & Hughes, P 2022, 'Family-unique resources, marketing resources, and family owners’ willingness to pursue radical innovation: A model and test', Journal of Business Research, vol. 146, pp. 264-276. https://doi.org/10.1016/j.jbusres.2022.03.082

APA

Hu, Q., Hughes, M., & Hughes, P. (2022). Family-unique resources, marketing resources, and family owners’ willingness to pursue radical innovation: A model and test. Journal of Business Research, 146, 264-276. https://doi.org/10.1016/j.jbusres.2022.03.082

Vancouver

Hu Q, Hughes M, Hughes P. Family-unique resources, marketing resources, and family owners’ willingness to pursue radical innovation: A model and test. Journal of Business Research. 2022 Jul 31;146:264-276. Epub 2022 Apr 1. doi: 10.1016/j.jbusres.2022.03.082

Author

Hu, Qilin ; Hughes, Mathew (Mat) ; Hughes, Paul. / Family-unique resources, marketing resources, and family owners’ willingness to pursue radical innovation : A model and test. In: Journal of Business Research. 2022 ; Vol. 146. pp. 264-276.

Bibtex

@article{096cb0ce5ee14fd7b48565e0804bad55,
title = "Family-unique resources, marketing resources, and family owners{\textquoteright} willingness to pursue radical innovation: A model and test",
abstract = "Interest in the family–marketing interface has snowballed, with considerable interest in family brand image as one marketing resource. However, a broader conceptualization of marketing resources is needed to understand their potential contribution to family business outcomes. We must also not lose sight of those family-unique resources that differentiate family firms. Drawing on the attention-based view of the firm and depicting resources as possessing attention-guiding properties, we provide a theory and model that anticipates an adverse effect from marketing resources on family owners{\textquoteright} willingness to pursue radical innovation. We predict how this effect is contingent on family patient capital and family social capital as two family-unique resources. Data from a two-phased, multi-respondent, matched survey of private small-to-medium-sized family firms in the manufacturing industry in Chongqing region, China, validate our theory and model. Our study provides a new theory and insights to explain heterogeneity in family firm innovation behavior.",
keywords = "Attention-based view, Family owners, Family-unique resources, Marketing resources, Radical innovation, Willingness",
author = "Qilin Hu and Hughes, {Mathew (Mat)} and Paul Hughes",
year = "2022",
month = jul,
day = "31",
doi = "10.1016/j.jbusres.2022.03.082",
language = "English",
volume = "146",
pages = "264--276",
journal = "Journal of Business Research",
issn = "0148-2963",
publisher = "Elsevier Inc.",

}

RIS

TY - JOUR

T1 - Family-unique resources, marketing resources, and family owners’ willingness to pursue radical innovation

T2 - A model and test

AU - Hu, Qilin

AU - Hughes, Mathew (Mat)

AU - Hughes, Paul

PY - 2022/7/31

Y1 - 2022/7/31

N2 - Interest in the family–marketing interface has snowballed, with considerable interest in family brand image as one marketing resource. However, a broader conceptualization of marketing resources is needed to understand their potential contribution to family business outcomes. We must also not lose sight of those family-unique resources that differentiate family firms. Drawing on the attention-based view of the firm and depicting resources as possessing attention-guiding properties, we provide a theory and model that anticipates an adverse effect from marketing resources on family owners’ willingness to pursue radical innovation. We predict how this effect is contingent on family patient capital and family social capital as two family-unique resources. Data from a two-phased, multi-respondent, matched survey of private small-to-medium-sized family firms in the manufacturing industry in Chongqing region, China, validate our theory and model. Our study provides a new theory and insights to explain heterogeneity in family firm innovation behavior.

AB - Interest in the family–marketing interface has snowballed, with considerable interest in family brand image as one marketing resource. However, a broader conceptualization of marketing resources is needed to understand their potential contribution to family business outcomes. We must also not lose sight of those family-unique resources that differentiate family firms. Drawing on the attention-based view of the firm and depicting resources as possessing attention-guiding properties, we provide a theory and model that anticipates an adverse effect from marketing resources on family owners’ willingness to pursue radical innovation. We predict how this effect is contingent on family patient capital and family social capital as two family-unique resources. Data from a two-phased, multi-respondent, matched survey of private small-to-medium-sized family firms in the manufacturing industry in Chongqing region, China, validate our theory and model. Our study provides a new theory and insights to explain heterogeneity in family firm innovation behavior.

KW - Attention-based view

KW - Family owners

KW - Family-unique resources

KW - Marketing resources

KW - Radical innovation

KW - Willingness

U2 - 10.1016/j.jbusres.2022.03.082

DO - 10.1016/j.jbusres.2022.03.082

M3 - Journal article

AN - SCOPUS:85127189583

VL - 146

SP - 264

EP - 276

JO - Journal of Business Research

JF - Journal of Business Research

SN - 0148-2963

ER -