Chapter 2: Culture, structure, leadership, business goals, orientation and innovation
This chapter examines how organizational culture affects innovation in small family firms (SFF), based on Aycan et al. (2000) and other authors’ wide definition of organizational culture, mainly comprising aspects of business strategy, business external/internal/long-versus short-term orientation, coordination and control, processes, structure and leadership. The chapter focuses on these broad aspects of organizational culture as well as the family firm culture and investigates which culture enhances, and which inhibits innovation in small family firms, as well as on the issue of vision and developing a culture of innovation in SFF. It also examines whether there is a difference between family and non-family firms in structure (that is, centralization versus decentralization), management leadership and development of owner’s leadership skills, and other pertinent issues such as business continuity, business goal and strategic orientation. It concludes on the aspects that drive or have a large impact on innovation in small family firms. The research findings are based on data gathered through mailed structured questionnaires of 500 random family business owners from various sectors across the UK. The findings distinguish between more and less innovative SFF, and young and old SFF.
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.