This study aims to increase our understanding of how family firms, acting as ecosystem orchestrators, mitigate perceived relational and performance risk in ecosystems via the use of governance ...mechanisms. We use the ecosystem governance literature to understand whether family firms’ characteristics lead to a unique governance approach in an ecosystem setting. Our findings and theoretical implications are threefold; (1) formal and informal governance mechanisms act as complements to mitigate relational and performance risks; (2) the choice of governance mechanisms differs for relational and performance risk; (3) changes in perceived risk over time result in shifts in the relative dominance of formal/informal governance mechanisms.
Plain English Summary
This study analyzes how family firms, acting as ecosystem orchestrators, mitigate perceived relational and performance risk via the use of governance mechanisms. Using data from a Belgian family firm that initiated an ecosystem in healthcare, the study shows that in a family firm-led ecosystem, formal and informal governance mechanisms act as complements to deal with relational and performance risk. We show that to deal with relational/performance risk, different combinations of governance mechanisms should be used. When ecosystem members perceive changes over time in perceived risk, the ecosystem orchestrator should change the balance between formal/informal governance mechanisms. Our study suggests that family firm orchestrators benefit from stimulating the active participation of ecosystem members. Family firm orchestrators might want to consider changing needs of a growing ecosystem, as, in larger ecosystems, frequent communication between the orchestrator and members can be more difficult. We argue that family firm orchestrators should remain mindful of the balance between formal and informal governance mechanisms.
The intrapreneurial behavior of employees has become of strategic importance for the performance of organizations. However, the literature on intrapreneurship is dispersed and in need of an ...integrated overview of the characteristics and behaviors of intrapreneurial employees. Based on a systematic literature review, we propose a new definition of intrapreneurship that emphasizes its multilevel nature. Moreover, we propose a comprehensive model of intrapreneurship in which we integrate the new definition, dimensions, and determinants applicable to individual employees. We find that innovativeness, proactiveness, risk-taking, opportunity recognition / exploitation and internal / external networking are important behavioral dimensions of intrapreneurship. A certain skillset, a perception of their own capabilities, personal knowledge, past experience, the relation with the organization, motivation, satisfaction and intention are the determinants of intrapreneurial behavior that we derived from the literature review. Based on our results and an integrated model of intrapreneurship, we suggest a number of future research directions.
The increasing pressure on people to do something for society, in combination with the need for financial turnover in order to survive, is seen as one of the dominant factors for the rise of social ...enterprises. However, there is still debate on how social enterprises create social value in addition to economic value and how this is reflected in the business model. In this case study research, we investigate how the key components of the business model of social enterprises contribute to the creation of social and economic value. The cases in this research create social and economic value through the mutually interacting operation of key components and their sub-components. This interacting effect focuses on the one hand on the alignment of the internal architecture, market and financial management with the mission. The mission statement serves as a guiding principle. Furthermore, realizing the highest possible profit is not a goal in itself for social entrepreneurs. Generating profit serves the continuity of the company and the realization of social value. We also found that social enterprises can be configured as either market hybrids, blending hybrids, bridging hybrids or coupling hybrids.
In the transition towards a circular economy, purchasers play a critical role as gatekeepers to the reuse of circular products in organizational processes. However, there is a need for research on ...the individual-level determinants of circular purchasing. Integrating the Theory of Planned Behavior, and the literature on organizational citizenship behavior towards the environment and intrapreneurship, we propose that the intention to act pro-environmentally, as expressed by organizational citizenship behavior towards the environment, is critical to circular purchasing. Moreover, we argue that intrapreneurship mediates this association, as intrapreneurs proactively make the effort and take risks in the process of creating new business opportunities. Using a survey among 124 Dutch and Belgian purchasers, this study shows that organizational citizenship behavior towards the environment is positively related to intrapreneurship. Contrary to what we hypothesized, intrapreneurship does not mediate the association between organizational citizenship behavior towards the environment and circular purchasing. Furthermore, purchasers in high-level hierarchical positions showed a stronger positive relationship between organizational citizenship behavior towards the environment and circular purchasing compared to purchasers in low-level hierarchical positions.
•OCBE associates with circular purchasing, but only for higher level purchasers.•OCBE relates to intrapreneurship, but intrapreneurship does not mediate.•The human factor within circular purchasing is important, but structural in nature.
The transition towards a circular economy puts pressure on organizations to purchase in a circular manner. The aim of this research is to investigate the role, behaviors, and characteristics of ...purchasers in the circular purchasing process, and the contextual factors that influence circular purchasing. To address this aim, we interviewed purchasers, supervisors and policy makers of seven Dutch organizations. The results of the comparative case-study show that the main roles of the purchaser are those of coordinator, facilitator and advisor, and that the successful circular purchaser can best be described as intrapreneurial, sustainability-minded and knowledgeable about the circular economy. Purchasers are successful in implementing circular purchasing when they share responsibility with budget holders and when they are part of organizations that have processes in place to ensure the inclusion of circularity in their purchasing projects. The drivers that influence the success of circular purchasing can be described as creating a sense of direction and grasping the complexity of the circular economy. Furthermore, the market, organizational, legal, conceptual and cultural constraints that limit the success of circular purchasing were identified.
•Circular purchasers are intrapreneurial, sustainability-minded and knowledgeable.•Circular purchasers are successful when they share responsibility with budget holders.•Circular purchasing drivers create a sense of direction and grasp complexity.•Success limited by: market, organizational, legal, conceptual and cultural constraints.
The corona crisis caused discontinuity within the financial sector, which has further increased the importance of innovation for sustainability and the capability to manage discontinuity. The aim of ...this research is to investigate how the corona crisis affected the relationship between sustainability-oriented innovation, sustainable entrepreneurial orientation, and absorptive capacity in the financial sector. Empirical research was carried out in the Dutch financial sector during the corona crisis by means of semi-structured interviews with senior managers, semi-structured group interviews with employees, observations, and documentation. The results of this qualitative exploratory case-study research show that the corona crisis has caused discontinuity for the case organization, which has led to an increase in uncertainty and a decrease in risk appetite. However, the degree of proactivity, innovativeness, knowledge adaptation, knowledge acquisition, knowledge exploitation, and knowledge transformation have also increased as a result of the corona crisis. Therefore, the case organization was able to manage discontinuity and realize more sustainability-oriented innovation. Findings seem to indicate that for the case organization, the corona crisis had a predominantly positive effect on (the relationship between) sustainability-oriented innovation, sustainable entrepreneurial orientation, and absorptive capacity. This research has several theoretical and practical implications and contains recommendations for further research and practice.
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