| 1. |
- Ljungkvist, Torbjörn, et al.
(författare)
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A theory of venture capital family business (VCFB) : professionalization trajectories
- 2019
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
- Venture capital as well as family firms are very heterogeneous populations of firms. Extant literature has studied the interaction and connection between the groups of firms. However, only recently, researcher began to look at those firms which are part of both group at the same. Firms which are labeled venture capital family businesses (VCFB) (Ljungkvist & Boers, 2017). Recent research suggests that the interaction of family firms and VC firms can be distinguished into three separate phases (Schickinger, et al., 2018). Based on these phases, the paper develops propositions on how VCFB firms develop their professionalization trajectories in these phases. Thus, the presented propositions highlight how the family owners’ actions and behavior are related to professionalism and how it influences the three phases of investing.
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| 2. |
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| 3. |
- Boers, Börje, 1975-, et al.
(författare)
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The family influences of EO development in immigrant family businesses
- 2021
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Konferensbidrag (refereegranskat)abstract
- This paper explores how family influences the entrepreneurial orientation (EO) process in immigrant family business. To fulfill the purpose, we employ inductive multiple case studies using fifty-six in-depth interviews. We rely on seven cases of immigrant entrepreneurs of Chinese, Icelandic, Turkish, Cameroonian, Mexican and Libanese who established firms in Sweden. Our results suggest that EO development trajectories vary in regard to first and second generation immigrant entrepreneurs, low and high-tech sectors and host and home contries. Thus, family dynamics facilitates the development of entrepreneurial orientation over time through transfering across generations and contexts. Our study indicates that, through family dynamics, EO is developed as a transferring process of the founders' proactiveness, risk-taking and innovativeness between the family in the home and host country.
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| 4. |
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| 5. |
- Boers, Börje, 1975-, et al.
(författare)
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A founder’s heritage : the development of psychological ownership
- 2017
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
- ObjectivesIs a founder “leaving” an organization by selling it, or are there aspects of the founder left even though, the founder does not have a formal occupation or ownership in the organization?Will there be a legacy of the founder and how will this affect the psychological ownership? What is the founder’s heritage from a psychological ownership perspective?The purpose is to understand the consequences of a business sale of the founder and from a psychological ownership perspective.Prior WorkDrawing on the work of psychological ownership and founder heritage, the work combines important literatures to shed light on an important empirical phenomenon, i.e. the exit of a founder/entrepreneur and its consequences for the organization.ApproachThis study follows a single case study approach and draws on rich empirical material from semi-structured interviews and extensive archival data.ResultsWe show how central activities are affected by a founder’s heritage over long time after the formal exit has taken place. We illustrate the development of a founder’s psychological ownership before and after he has formally sold the legal ownership.Implications and ValueThe paper aims at contributing to the entrepreneurial and founder exit-literature by adding a process perspective. Unlike it is sometimes assumed in the entrepreneurship literature is an exit not necessarily a clear-cut and once and for all decision. The paper contributes also psychological ownership literature by highlighting its continuity after the formal sale of the legal ownership and its consequences for the organization.
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| 6. |
- Ljungkvist, Torbjörn, 1967-, et al.
(författare)
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Managerial Dynamic Capabilities of Micro and Small Family Firm Managers in the Retail Industry : Strategic Actions to Manage Economic Downturn
- 2023
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Konferensbidrag (refereegranskat)abstract
- Purpose – this study explores how retail family firm managers’ cognitive capabilities are used to enabling firm strategy to encounter economic decline. Design/methodology/approach – the paper is based on an inductive case study and consists of 30 interviews with retail family firm managers. Findings – the results suggest how managerial cognitive enabling mechanisms shape the manifestation of retail family firm dynamic capabilities (DC) configurations. Originality – three retail managerial cognitive strategic enabling mechanisms and microfoundations are identified, which in turn explain how the following retail family firm DC configurations are shaped: (1) retail family firm customization-based sensing, (2) retail family firm lateral seizing and (3) retail family firm trust-based reconfiguring. The manifestation of these DC configurations illuminate how retail family firm manager enabling firm strategy to encounter economic decline.
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| 7. |
- Boers, Börje, 1975-, et al.
(författare)
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Family business, resilience and regional culture : Examples from Sweden
- 2014
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Konferensbidrag (refereegranskat)abstract
- The present study examines two regions in the south west of Sweden. A number of factors which are of significant importance in creating resilient family businesses as well as regions are identified. The study is based on a literature investigation and on 60 interviews of leaders in business and communities. Thereby, the study contributes to the scarce literature on resilience in family businesses and the interdependence with regional culture. Resilience in this paper refers to a particular type of economic and structural crisis which has not been considered before. We highlight similarities and differences of two regions in Sweden which have distinct regional cultures. These cultures support the development of resiliency. However, owning families as facilitators for organizational resilience play the central role. Their closeness and involvement in the business allows them to act fast and take decisions quickly which makes them more resilient.
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| 8. |
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| 9. |
- Boers, Börje, 1975-, et al.
(författare)
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Remembering the Founder in Times of Ownership and Leadership Changes
- 2016
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Ingår i: RENT Proceedings 2016. - Antwerp.
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Konferensbidrag (refereegranskat)abstract
- ObjectivesIs a founder “leaving” an organization by selling it, or are there aspects of the founder left even though, the founder does not have a formal occupation or ownership in the organization?What are the motives of a founder to sell his organization? Will there be a legacy of the founder and how will this affect the organization’s identity? By questioning ‘who were we?’ or ‘who have we been?’ the relevance of organizational history becomes apparent. But how does this work in practice when a founder is not any longer part of the dominant coalition of the organization?The purpose is to understand the heritage of a founder, and the consequences for the organizational identity when the founder exits.Prior WorkDrawing on the work of entrepreneurial exit and organizational identity, including imprinting, the work combines important literatures to shed light on an important empirical phenomenon, i.e. the exit of a founder/entrepreneur. ApproachThis study follows a single case study approach and draws on rich empirical material from semi-structured interviews and extensive archival data. ResultsWe show how central activities are affected by a founder’s heritage over long time after the formal exit has taken place. We illustrate this by analyzing the consequences of changes in ownership and leadership after the founder’s exit. The founder becomes an artefact which allows to signal continuity and discontinuity depending on the different owners’ perspectives. Implications and ValueThe paper aims at contributing to the entrepreneurial and founder exit-literature by adding a process perspective. Unlike it is sometimes assumed in the entrepreneurship literature is an exit not necessarily a clear-cut and once and for all decision. The paper contributes also to the organizational identity literature by highlighting the central role a founder can have for an organization.
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| 10. |
- Boers, Börje, 1975-, et al.
(författare)
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Family business : A duality perspective on organizational identity in family businesses
- 2015
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Ingår i: Proceedings IFERA 2015. - Hamburg : Hamburg Institute of Family Owned Business. ; , s. 107-
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Konferensbidrag (refereegranskat)abstract
- Organizational identity has become a popular topic in family business research. Yet, there is little research accounting for the peculiarities of family businesses. Organizational identity research is dominated by the view of Albert and Whetten (1985) and the question of what organizational identity is. Little attention has been devoted to understand how organizational identity is constructed in family businesses. We draw on case studies and use a dualities perspective. This perspective builds on three dualities which are common to family businesses, i.e. formality-informality, independence-dependence, and historical paths-new paths.
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