Edited by Panikklos Zata Poutziouris, Kosmas X. Smyrnios and Sabine B. Klein
Chapter 14: Understanding Strategizing in the Family Business Context
Annika Hall, Leif Melin and Mattias Nordqvist* Introduction This chapter introduces and gives argument for strategizing as a fruitful perspective for researching and understanding the practice of strategy in family ﬁrms. Strategy processes are crucial in the development and survival of every family ﬁrm. However, the increasing interest from academic research in family businesses is not correspondingly manifested in a large number of studies of strategic processes and outcomes in these ﬁrms. So, this chapter’s focus on the strategizing perspective also calls for more studies about strategy in the ﬁeld of family business. The strategizing perspective is a new stream in the general development of the ﬁeld of strategic management. Strategizing can be deﬁned as ‘the detailed processes and practices which constitute the day-to-day activities of organizational life and which relate to strategic outcomes’ (Johnson et al., 2003, p. 14). Advocates for this emerging research perspective have argued for the need to pay more attention to the micro-processes and detailed activities of strategy-making, for instance, to focus more on what people actually do when strategizing, who they are, where they do it, how they do it and why they do it. The mainstream strategy literature has not arrived at this detailed level, but instead stayed at a more general macro level when investigating strategy. The same can be said of the current literature on strategy in family ﬁrms. Strategizing is highly relevant in the context of family businesses – especially for its special attention to social actors and their interaction....
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