Strategy, structure, and family firm performance: The relationships of the resource-base view and the contingency approach

• Main Authors: Smirat, Issa Mahmoud Hamed, Mohd Shariff, Mohd Noor
• Format: Article
• Language: English
• Published: New South Wales Research Centre Australia (NSWRCA) 2014
• Subjects: HD28 Management. Industrial Management
• Online Access: http://repo.uum.edu.my/18088/1/IJMR%204%203%20June%202014.pdf; http://repo.uum.edu.my/18088/; http://www.ajbmr.com/current-issue/51

Researches have focused the relationship between strategy and structure for a long time based on contingency theory.This paper provides an alternative analysis for organizational design theory, based on the RBV, which makes it possible to reframe the relationships between strategy, and structure by analyzing the organizational structure and family influence as a valuable resource and a source of competitive advantage. The organization design and the competitive strategy of a family firm are very important in order to gain competitive advantage and to improve the family firm performance.The relationship between organizational structures, family, competitive strategy, and family firm performance have usually been analyzed using the contingency and Resource Based View approaches. The objective of this paper is to extend the relevant empirical literature of the strategy-structure-performance paradigm by comparing the resource-based view (RBV) with contingency theory. To that end, the paper seeks to examine how organizational structure affects firm performance, taking into account the relationship with competitive strategy.