Sustainable Strategy in Family Firms. Sanjay Sharma
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1 Sustainable Strategy in Family Firms Sanjay Sharma 2009
2 Organizational Sustainability: A Gathering of Theoretical Streams A unique discipline? A unique & critical problem context neglected by other management fields Builds cross-disciplinary/integrative research perspectives on extant management & organizational theories Traditional business research disciplines rarely generate own foundational theories/research paradigms
3 Theoretical Opportunities & Challenges More pluralistic than strategic management Potential to break down barriers between academic enclaves & enrich knowledge Cross-theoretical research requires a deep understanding of each theory in its original disciplinary context and the ability to interpret & apply theories to problems (Meyer 91)
4 Core Theoretical Disciplines Sociology: institutional theory, issues management, systems theory, network theory Economics: decision-making, natural resource valuation & management, resource-based view, I-O Economics, Transaction cost Psychology: environmental values & negotiation theory Anthropology: environmental culture/symbolism within organizations, nation-states & cross-cultural comparisons Political Science: collective action, public policy (including theories of regulation) Ethics: role of organizations vis-à-vis community/ecology Mathematics: complexity theory
5 Perspectives from & Contributions to Organizational Theories Accounting: natural resource-based/social impact accounting/ auditing Finance: Project Finance M.I.S.: decision making; information flow Marketing: environmental/social advertising, purchasing behavior, consumer attitudes Operations Management: sustainable supply chains, sustainable standards adoption, & industrial ecology Organization Behavior: leadership, organizational champions, organizational learning, managerial cognitions and values Organization Theory: change, design, structure Strategic Management: stakeholder theory, competitive strategy, strategic change, strategic decision-making, RBV
6 Most Frequently Asked Questions Typologies & Evolution of Strategies Drivers of voluntary organizational sustainability Link between Sustainable and Economic Performance: Does it pay to be green?
7 External Drivers General Business Environment: Complexity, Munificence, Uncertainty (Aragon-Correa & Sharma 03) Institutional Forces (Hoffman 99; Jennings & Zandbergen 95) Stakeholder Influences (Sharma & Henriques 95)
8 Internal Drivers Managerial Interpretations, Values & Attitudes (Bansal 03; Cordano & Frieze 00; Sharma 00) Organization Champions (Andersson& Bateman 00) Leadership (Egri& Herman 00; Ramus & Steger 00) Organization Design: Control, Reward, Information (Sharma 00) Legitimization in Organization Identity (Sharma 00) Organizational Capabilities
9 Organizational Capabilities A firm s capacity to deploy its resources (Amit & Schoemaker 93) Coordinating mechanisms that enable the most efficient and competitive use of a firm s resources whether tangible or intangible (Day 94)
10 Organizational Capabilities for Proactive Sustainability Authors Hart 1995 Main Capabilities Continuous Improvement Stakeholder Integration Shared Vision Russo & Fouts 1997 Environmental Innovation Sharma & Vredenburg 1998 Marcus & Gefen 1998 Aragon-Correa 1998 Klassen & Whybark 1999 Stakeholder Integration Higher Order Learning Continuous Innovation Complementary Capabilities Commitment Cross-functional Integ Skill Development Shared Vision Stakeholder Integration Organization Learning Cross-Functional Integration Continuous Innovation Organization Learning External Search for Ideas Strategic Proactivity Strategic Proactivity Technology Portfolio Christmann 2000 Technology Innovation Process Innovation
11 Drivers of Proactive Sustainability in Firms External Drivers Organizational Capabilities Firm s Sustainability Strategy Internal Drivers
12 FB Literature Firm Identity drives CSR: damage to family name (Dyer Jr. & Whetten 06) Flexible decision-making & longer strategic horizon (Craig & Dibbrell 06) Stewardship propensity (Anderson & Reeb 04; Salvato 02)
13 Characteristics of Family Firms Shared vision Familiness Localness Long-term orientation Family identity
14 Drivers of Proactive Sustainability in Family Firms External Drivers Familiness Family s Sustainability Vision Organizational Capabilities Localness Time Orientation Family Firm s Sustainability Strategy Internal Drivers Family Identity
15 FB Sustainability Vision Likely to be sustained across generations (Chua, Chrisman & Sharma 99) Resilient trust: rapid infusion of meaning & understanding of long-term family goals (Arregle et al. 07; Lansberg 99; Pearson et al. 08) Emergence: Less likely: working together More likely: founding, succession, strategic rethinking (Gersick et al. 97) Key to the development and deployment of a firm s capabilities
16 Familiness Socially complex Embedded in unique family dynamics Negative Dysfunctional conflicts could obstruct capability development & deployment Positive Family social capital & sharing/ diffusion of vision Deployment of socially complex capabilities that require group interaction: higher-order learning, cross-functional integration, & continuous innovation
17 Localness Development of a sustainability vision Inter-generational decision-making Capability deployment Our family has run the Benziger Winery for over two decades witha great deal of passion and love for the craft of winemaking. For many years, we followed conventional practices without a giving it a second thought. One morning I looked out of the window and saw our family s children headed to school through a cloud of herbicide being sprayed by our low flying crop duster. That is when I had my epiphany. We lived on the land the winery was our home our children would continue live on this land. We owed it to the family and to our future generations and to theland that we lived onto develop a sustainable ecosystem that would be healthy and productive forever. The unexpected by-product of a sustainable biodynamic winery has been a dramatic improvement in our wines which have won many awards for quality and taste. Perhaps the entire farm ecosystem shares the joy of the family in the land and this joy is manifest in wine quality.
18 Time Orientation Trans-generational survival Resilience Short-term deprivation for long-term survival: low overheads, flexible decision-making & minimal bureaucratic process(carney 05) Patience Investments with longer term outlook (Sirmon& Hitt 03) Long-term strategies & stakeholder relationships (Miller& Le Breton-Miller 05)
19 Family Identity Ease of information exchange and cooperation Shared interpretations Strong, enduring social force (Pearson et al. 08) Desire to protect the family name influences CSR (Dyer Jr. & Whetten 06)
20 Drivers of Proactive Sustainability in Firms External Drivers Organizational Capabilities Firm s Sustainability Strategy Internal Drivers
21 Drivers of Proactive Sustainability in Family Firms External Drivers Familiness Family s Sustainability Vision Organizational Capabilities Localness Time Orientation Family Firm s Sustainability Strategy Internal Drivers Family Identity
22 Research Implications Comparative populations Family & Non-Family Firms Multiple Respondents Dominant Family Coalition & Top Management Team Measures Familiness, Family Identity, Localness, Time- Orientation, Sustainability Strategy, Capabilities
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