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
Available under license: CC BY-NC-ND
Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
| Article number | 100355 |
|---|---|
| <mark>Journal publication date</mark> | 30/06/2020 |
| <mark>Journal</mark> | Journal of Family Business Strategy |
| Issue number | 2 |
| Volume | 11 |
| Number of pages | 16 |
| Publication Status | Published |
| Early online date | 16/06/20 |
| <mark>Original language</mark> | English |
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.