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This chapter examines how innovative capability influences performance directly and indirectly through competitive strategy in family businesses. We used data from micro and small family businesses in Ghana and the bootstrap procedure suggested by Preacher and Hayes Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models.
- Three Plays by Mae West: Sex, The Drag and Pleasure Man;
- Fortschritte der Chemie organischer Naturstoffe / Progress in the Chemistry of Organic Natural Products;
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- Progress in Inorganic Chemistry, Volume 10.
Behavior Research Methods , 40 , — to test our hypotheses. The findings indicate that innovative capability directly influences the performance of micro and small family businesses. However, the mediation analyses show that only the competitive strategy of differentiation mediates the relationship between innovative capability and performance.
We found no relationship between cost leadership strategy and the performance of micro and small family businesses in Ghana. Implications are discussed. This study examines the effects of social capital, developed as a result of the social networking relationship with top managers of other firms and community leaders, on productivity growth in family businesses in Ghana.
It further investigates how market competition moderates the relationship between social capital and productivity growth. An analysis of the data from 54 family businesses over two time periods indicates that 1 social capital from the social networking relationships with top managers of other firms helps the productivity growth of family businesses, 2 social capital from the social networking relationships with community leaders is beneficial to family businesses by facilitating the growth of productivity, and 3 the benefit of social capital from both top managers from other businesses and community leaders to family businesses is moderated by market competition.
The relationship between social capital and productivity growth is tempered by the intensity of competition in the market environment. This chapter examines how manufacturing strategy influences both competitive strategy and performance in family firms FFs and nonfamily firms NFFs.
TCU Neeley Institute for Entrepreneurship and Innovation
It also examines the differences in the impact of 1 manufacturing strategy on competitive strategy and 2 manufacturing strategy on performance between FFs and NFFs. The findings further show that flexibility manufacturing strategy has a stronger influence on differentiation strategy for FFs than for NFFs, while cost manufacturing strategy has a stronger effect on differentiation strategy for NFFs than for FFs. The findings also show that FFs experience greater performance benefits than NFFs when they use delivery manufacturing strategy, while NFFs benefit more from the utilization of flexibility and cost manufacturing strategies than FFs.
Publisher Palgrave Macmillan US. Print ISBN Electronic ISBN Small Business Economics, 41 1 , pp. Bruno, G. Journal of Comparative Economics, 40 1 , pp. Blundell, R.
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Boateng, A. Bond, S. Brixiova Z.
Brouwer, R. Coleman, J. Eifert, B. Efobi, U. Elhorst, J. Journal of Economic Surveys, 17 5 , pp.
Fonchingong, C. Fosu, A. Fosu, , Chapter 1, pp. Fung, M. Gani, A. Gerba, D. Gupta, R. Hang, C. Technovation , pp. Howells, J. Islama, T. Jeong, Y. Kaufmann, D. Khavul, S. Kohlbacher, F. Technovation , , pp. Korenman, S. Blanch flower, and R. Chicago: University of Chicago Press. Kramon, E. Leff, N.
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Related Family Businesses in Sub-Saharan Africa: Behavioral and Strategic Perspectives
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