Entrepreneurial Orientation of ethnic Chinese Family Firm
Until recently, family firms have been an overlooked phenomena in the academic world. Recognition that family firms make up the backbone of most the economies of the world have spurred on researchers to take a closer look at these complex and heterogeneous entities. One of the topics that have emerg...
| Main Author: | |
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| Format: | Dissertation (University of Nottingham only) |
| Language: | English |
| Published: |
2013
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| Online Access: | https://eprints.nottingham.ac.uk/26321/ |
| _version_ | 1848793155467476992 |
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| author | Khan, Bushra Ahmed |
| author_facet | Khan, Bushra Ahmed |
| author_sort | Khan, Bushra Ahmed |
| building | Nottingham Research Data Repository |
| collection | Online Access |
| description | Until recently, family firms have been an overlooked phenomena in the academic world. Recognition that family firms make up the backbone of most the economies of the world have spurred on researchers to take a closer look at these complex and heterogeneous entities. One of the topics that have emerged in the field of family business is entrepreneurial orientation, which is essentially an established construct from the strategic management literature consisting of five dimensions- autonomy, innovation, proactivess, risk taking and competitive aggressiveness. Most of the research can be found to be looking towards identifying the many factors that affect entrepreneurial orientation in family firms, with a heavy reliance on quantitative methods. This research seeks to address this gap by instead looking at ‘how’entrepreneurial orientation is developed in family firms in the first place and moreover, uses a qualitative case study to generate a richer insight into this development. In doing so, it uses a structural conceptualization of organizational culture to analyze these processes and activities. Furthermore, given that the chosen family firm was ethnically Chinese, the research also takes into consideration the affect ethnic culture might have on the development of EO in these firms. Organizational culture is seen to play a central role in influencing and developing EO. The paper specifically finds relationships among organizational artifacts,organizational culture and EO. EO is seen to be facilitated by organizational artifacts, which was in turn relates to the firm’s organizational culture. Organizational artifact and organizational cultural values are also seen to influenced and reinforced by each other. These linkages are an important contribution as they embody the processes through which EO is developed in the family firm. Ethnic culture however, does not show any evidence to affect the development of EO to any great extent. |
| first_indexed | 2025-11-14T18:55:48Z |
| format | Dissertation (University of Nottingham only) |
| id | nottingham-26321 |
| institution | University of Nottingham Malaysia Campus |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T18:55:48Z |
| publishDate | 2013 |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | nottingham-263212017-10-19T13:23:07Z https://eprints.nottingham.ac.uk/26321/ Entrepreneurial Orientation of ethnic Chinese Family Firm Khan, Bushra Ahmed Until recently, family firms have been an overlooked phenomena in the academic world. Recognition that family firms make up the backbone of most the economies of the world have spurred on researchers to take a closer look at these complex and heterogeneous entities. One of the topics that have emerged in the field of family business is entrepreneurial orientation, which is essentially an established construct from the strategic management literature consisting of five dimensions- autonomy, innovation, proactivess, risk taking and competitive aggressiveness. Most of the research can be found to be looking towards identifying the many factors that affect entrepreneurial orientation in family firms, with a heavy reliance on quantitative methods. This research seeks to address this gap by instead looking at ‘how’entrepreneurial orientation is developed in family firms in the first place and moreover, uses a qualitative case study to generate a richer insight into this development. In doing so, it uses a structural conceptualization of organizational culture to analyze these processes and activities. Furthermore, given that the chosen family firm was ethnically Chinese, the research also takes into consideration the affect ethnic culture might have on the development of EO in these firms. Organizational culture is seen to play a central role in influencing and developing EO. The paper specifically finds relationships among organizational artifacts,organizational culture and EO. EO is seen to be facilitated by organizational artifacts, which was in turn relates to the firm’s organizational culture. Organizational artifact and organizational cultural values are also seen to influenced and reinforced by each other. These linkages are an important contribution as they embody the processes through which EO is developed in the family firm. Ethnic culture however, does not show any evidence to affect the development of EO to any great extent. 2013 Dissertation (University of Nottingham only) NonPeerReviewed application/pdf en https://eprints.nottingham.ac.uk/26321/1/BushraAhmedKhan.pdf Khan, Bushra Ahmed (2013) Entrepreneurial Orientation of ethnic Chinese Family Firm. [Dissertation (University of Nottingham only)] (Unpublished) |
| spellingShingle | Khan, Bushra Ahmed Entrepreneurial Orientation of ethnic Chinese Family Firm |
| title | Entrepreneurial Orientation of ethnic Chinese Family Firm |
| title_full | Entrepreneurial Orientation of ethnic Chinese Family Firm |
| title_fullStr | Entrepreneurial Orientation of ethnic Chinese Family Firm |
| title_full_unstemmed | Entrepreneurial Orientation of ethnic Chinese Family Firm |
| title_short | Entrepreneurial Orientation of ethnic Chinese Family Firm |
| title_sort | entrepreneurial orientation of ethnic chinese family firm |
| url | https://eprints.nottingham.ac.uk/26321/ |