Journal of Family Business Management

ISSN: 2043-6238

Article publication date: 20 April 2012



Collins, L. and O’Regan, N. (2012), "Editorial", Journal of Family Business Management, Vol. 2 No. 1. https://doi.org/10.1108/jfbm.2012.51802aaa.001



Emerald Group Publishing Limited

Copyright © 2012, Emerald Group Publishing Limited



Article Type: Editorial From: Journal of Family Business Management, Volume 2, Issue 1.

We are delighted to welcome you to the first issue of volume 2 of the Journal of Family Business Management. In this issue we present papers that explore a range of family businesses from diverse cultures, shedding light on some of the more under investigated topics in family business. We hope that these papers will both intrigue and satisfy the family business scholars and practitioners in our readership. We are ever indebted to our reviewers who in reviewing these papers continue to offer high-quality feedback and input to our contributing authors.

The first paper in this volume is authored by Mario Hayek and Mike Harvey and introduces us to the interesting and under researched topic of Attention deficit/hyperactivity disorder (AD/HD). The purpose of the paper is to explain why individuals with AD/HD gravitate toward and excel in highly dynamic environments such as those encountered by family business owners. People with weaker cognitive abilities make less rational decisions and within the framework of bounded rationality make more use of intuition and heuristic decision-making processes. The paper outlines how family members with AD/HD suffer from diminished executive functions that often force them to make decisions and act upon information that would be insufficient for the non-entrepreneur in the family.

Richard Boyatzis and Ceferi Soler present the enchanting and insightful story of the Llogostera brothers in their paper “Vision, leadership and emotional intelligence transforming family business.” This narrative explores the journey of two brothers who are members of a well-known fifth generation Spanish family business engaged in the vintner business.

The paper describes the story of how the brothers built and realized their shared vision. Was it was possible to salvage the vineyard while creating a new wine? The paper outlines how they set about developing the plan and how leaders can create value while perpetuating the family business and producing an elixir of the Gods. It is a tale of using emotional and social intelligence, to inspire others while creating a shared vision among the various stakeholders in the family, the organization, and the community.

The third paper in this issue covers an area of scholarly interest that deserves more attention. Johnben Teik-Cheok Loy presents a comprehensive literature review on Chinese citizens living outside China; The overseas Chinese. The Chinese living around the world outside of China constitute an estimated global population of around 34 million, not including those living in Taiwan. His paper provides a comparative analysis and review of literature found in peer-reviewed journals pertaining to oversea Chinese family firms. The papers for review were selected from relevant sources and broadly analyzed by research area, type of research (theoretical or empirical), geographical coverage, and method (quantitative or qualitative). The main themes of change and continuity for overseas Chinese family businesses are identified and summarized.

Luis Cisneros, Emilie Genin, and Jahan Peerally give us a stimulating paper focussed on family, business, and power by giving us three extreme cases to consider. Their research illustrates how small family business (SFB) leader founders exhibit a dominant logic of action over less dominant prevailing ones and they investigate three logics of action namely family, power, and economic. Their case study approach illustrates the characteristics of the SFB leaders when they exhibit a dominant logic of action and they present some of the implications of SFB leaders’ dominant logics of action on the SFB and the family and non-family members.

Their paper highlights the importance for practitioners and researchers alike about the need to diagnose when SFB leaders use a dominant logic of action. They also accentuate the need for a greater awareness of logics of action in training programmes for SFB leaders and for consultants. The paper's focus on the concept of logics of action is relatively unique as the topic has rarely been empirically tested in large, medium, or SFBs.

Vipin Gupta and Nancy Levenburg's paper entitled “Cultures, ideologies and family businesses” investigates the varying ideologies guiding the cultural dimensions of family business, and examines the cultural sensitivity of these varying ideologies. The study uses a CASE framework of nine cultural dimensions of family business. First, a conceptual analysis is conducted using review of literature to uncover the varying ideologies associated with each of the family business cultural dimensions. Second, a set of hypotheses are generated on the anticipated relationship between the two major dimensions of societal culture – Power distance and in-group collectivism, and the nine family business cultural dimensions. The paper presents data from the GLOBE program and the CASE project and is used to conduct a non-parametric test.

This paper provides insights into a more global conceptualization of family business. The paper reveals that by virtue of the cultures in which they are formed, nurtured, and grow, family firms are influenced by a number of ideologies. Ideological differences – both quantitative and qualitative – mean that the forms and formats of family businesses also differ, as a reflection of their ideological and cultural underpinnings. In particular, the paper also considers how family businesses differ depending on their proportionate support for the family, business, and owner system ideologies.

Finally, Andrew Intihar and Jeffrey Pollack explore small family-owned firms’ competitive ability. The focus of this paper is to highlight points of differentiation for SFBs, relative to larger “big box” retailers, which may provide marketing-oriented competitive advantages. Pollack and Intihar conclude that SFBs may be able to successfully differentiate themselves from the larger big box retailers by first, establishing a relationship with customers based on trust, second, competing on value (not price), and third, focussing the business on serving a specialized segment of the market. This is an interesting paper because it explores points of differentiation for small family retailers, relative to big box retailers, and how these areas may provide marketing-oriented advantages.

Lorna Collins and Nicholas O’Regan