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Journal of Management and Governance

Erschienen in:

01.08.2013

Knowledge integration in family SMEs: an extension of the 4I model

verfasst von: Andrea Lionzo, Francesca Rossignoli

Erschienen in: Journal of Management and Governance | Ausgabe 3/2013

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Abstract

This article explores the process of learning and strategic change in small and medium-sized family firms (family SMEs). Organizational learning theory posits that knowledge must be integrated throughout the firm to facilitate strategic renewal. This process occurs in a particular way in family SMEs, according to their specific characteristics. In such firms the family’s role, the company size and the lack of formal procedures and systems strongly affect the process of learning and change. The study applies the 4I model of organizational learning to three case studies and offers empirical support for this model. The article has theoretical implications for variants of the 4I model as applied to family SMEs, and implications for practice related to the family’s role in starting and perpetuating the process of learning and change.

Vorheriger Artikel Remote control: measuring performance for value creation and governance of globally distributed knowledge work

Nächster Artikel Effective strategizing practices in pluralistic settings: the case of Academic Medical Centers

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The substitutes "Alfa", "Beta", and "Gamma" were used as the company names for reasons of confidentiality.

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Titel: Knowledge integration in family SMEs: an extension of the 4I model
verfasst von: Andrea Lionzo
Francesca Rossignoli
Publikationsdatum: 01.08.2013
Verlag: Springer US
Erschienen in: Journal of Management and Governance / Ausgabe 3/2013
Print ISSN: 1385-3457
Elektronische ISSN: 1572-963X
DOI: https://doi.org/10.1007/s10997-011-9197-y

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