Competitive dynamics in family firms: Transactional versus communal approaches
Danny Miller & Isabelle Le Breton‐Miller
Abstract
Family business scholarship has neglected the dynamics of competitive rivalry, while competitive dynamics scholars have ignored the familial drivers shaping the competitive behavior of family firms. We bridge competitive dynamics and socioemotional literatures to model family firm competitive behavior. Family firms whose owners prioritize generational involvement as a source of socioemotional wealth often favor long-term, stakeholder-oriented communal competition . By contrast, owners favoring ongoing economic benefits for relatives may favor short-term, family-centric transactional competition . We develop propositions differentiating these competitive models in core characteristics, draw implications for the classic AMC (awareness, motivation, capability) model of competitive attack and response, and propose contrasting competitive action repertoires. We conclude that socioemotional priorities within family firms have important implications for competitive interaction and suggest a rethinking of current views of competitive dynamics.
3 citations
Evidence weight
Balanced mode · F 0.40 / M 0.15 / V 0.05 / R 0.40
| F · citation impact | 0.32 × 0.4 = 0.13 |
| M · momentum | 0.57 × 0.15 = 0.09 |
| V · venue signal | 0.50 × 0.05 = 0.03 |
| R · text relevance † | 0.50 × 0.4 = 0.20 |
† Text relevance is estimated at 0.50 on the detail page — for your query’s actual relevance score, open this paper from a search result.