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Family Businesses and Digital Entrepreneurship Adoption: A Conceptual Model

Author

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  • Sami Basly

    (CEROS - Centre d'Etudes et de Recherches sur les Organisations et la Stratégie - UPN - Université Paris Nanterre)

  • Amira Hammouda

Abstract

Despite the prevalence of family businesses around the world, research on their contribution to the digital economy is still needed. A primary appraisal of the characteristics of the family business and the features of digital entrepreneurship suggests that the two phenomena are conflicting. Indeed, the most common descriptions of family businesses convey the idea that they favour stability to change and slow evolutions to upheavals and disruptions. This article attempts to answer the question: How could family businesses embrace the values and overcome the hindrances to digital entrepreneurship? To this end, this article suggests a conceptual model of digital entrepreneurship adoption in family firms. Based on the socioemotional wealth logic, we first describe the main variables influencing digital entrepreneurship adoption and then analyse the moderating influence of family involvement in the firm on the relationships between these variables and digital entrepreneurship adoption. Theoretical contributions and practical insights are presented.

Suggested Citation

  • Sami Basly & Amira Hammouda, 2020. "Family Businesses and Digital Entrepreneurship Adoption: A Conceptual Model," Post-Print hal-03258927, HAL.
    • Handle: RePEc:hal:journl:hal-03258927
    DOI: 10.1177/0971355720930573
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    Cited by:

    1. Wu, Hangyao & Xu, Zeshui & Skare, Marinko, 2022. "How do family businesses adapt to the rapid pace of globalization? a bibliometric analysis," Journal of Business Research, Elsevier, vol. 153(C), pages 59-74.
    2. Baday Yıldız, Ezgi & Dabić, Marina & Stojčić, Nebojša & Dindaroğlu, Yeşim & Temel, Serdal, 2021. "Scrutinizing innovation performance of family firms in efficiency-driven environment," Journal of Business Research, Elsevier, vol. 129(C), pages 260-270.

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