Franchisees’ affective organizational commitment refers to the degree to which franchisees experience an emotional attachment to their franchise organization. Using a social exchange theory perspective, this research reports four studies that explore the relationship between franchisee’s affective commitment and franchisee outcomes. We found that affective com- mitment to the franchise organization was positively related to franchisee objective perfor- mance (Study 1) and intent to acquire additional units (Study 2), and negatively related to franchisee opportunism (Study 3) and intent to leave the franchise organization, particularly when continuance commitment (i.e., commitment based on the cost associated with mem- bership to the franchise) was low (Study 4). The implications of these ﬁndings are discussed.

Entrepreneurship Theory and Practice

Combining longitudinal field research and executive experience, we propose that corporate longevity depends on matching cycles of autonomous and induced strategy processes to different forms of strategic dynamics, and that the role of alert strategic leadership is to appropriately balance the induced and autonomous processes throughout these cycles. We also propose that such strategic leadership is the means through which leadership style exerts its influence on corporate longevity. Our findings can be related to organizational research on structural inertia, learning and adaptation, as well as to formal theories of complex adaptive systems. They also contribute to resolving the seeming contradiction between a study of corporations that attributes exceptional long-term success to leadership style, and the more common proposition that strategy is the determinant of long-term performance.

Let Chaos Reign, Then Rein In Chaos--Repeatedly: Managing Strategic Dynamics For Corporate Longevity

This paper aims to explore the turn in management and organization studies (MOS) and reflect on “history as theory” versus “history as method”.,Looking at previous research and the evolution of MOS, this paper situates the special issue papers in the current climate of this area of research.,The special issue papers included here each make a theoretical contribution to methodology in historical organization studies.,The eight articles featured in the special issue offer examples of innovative and historically sensitive methodology that, according to the authors, increase the management historian toolkit and ultimately enhance the methodological pluralism of historical organization studies as a field.

/pdf/nurturing-the-historic-turn-history-as-theory-versus-history-1xydvyoqvo.pdf

Nurturing the historic turn: “history as theory” versus “history as method”

The objective of this research is to investigate the influence of family involvement in business and innovation capability on sustainable longevity of family firms.,Data collected from 553 executives of 200 family firms that survived to the second generation and beyond was analyzed using partial least square (PLS) approach of structural equation modeling (SEM) to test the hypotheses and validate the model.,The results provided evidence of the significant influence of family involvement in business on sustainable longevity of family firms and partial mediation of innovation capability between family involvement in business and corporate sustainable longevity.,The sample included family firms owned and governed by the owner family. The future researchers may focus on professionally managed or publicly listed family firms.,The path to family firms' sustainable longevity goes through innovation capability apart from effective family control, succession, commitment to the business and family enrichment. That requires the family firm to be proactive in innovation capability.,Family firms are the dominant form of business representing around 80% of global business structure that strives for survival and consistently pursues sustainable longevity strategies. In the current globally competitive environment, innovation capability has become a matter of life and death for any firm. Based on the transaction cost economics (TCE) theory of family firms, this study proposes an integrative model of sustainable longevity for family firms.

Family firms’ sustainable longevity: the role of family involvement in business and innovation capability

This paper aims to examine how long-lived firms can further develop through digitalisation in terms of actions, conditions and effects from a competitiveness perspective.,This exploratory study follows an inductive approach based on a survey conducted via interviews undertaken with nine long-lived Italian firms. The dimensions of the model (command, continuity, community, connection), elaborated by Miller and Le Breton-Miller (2005) in relation to longevity factors, were chosen to analyse digitalisation’s contribution to these long-lived firms’ development.,The digitalisation implemented by the analysed firms contributed in a variety of ways: (1) improved the efficiency and effectiveness of their business processes, (2) enhanced the understanding of customer experience, (3) supported their craftsmanship and the transmission of the knowledge included in the entrepreneurial path, (4) increased the awareness of the cultural value of the firms’ heritage and (5) allowed for the development of cutting-edge design skills by experimenting with content on different digital platforms and devices.,This study suggests managers of long-lived firms develop digital skills that allow them to interact with the rapid evolution of this context and understand how to effectively implement digitalisation in their specific firm. From this perspective, it is strategic to establish or strengthen collaborative network relationships to acquire such necessary skills.,This study provides novel empirical evidence on how long-lived firms are facing the challenge of digitalisation in terms of actions, conditions and effects to improve their competitiveness and ensure their survival.

/pdf/the-contribution-of-digitalisation-to-business-longevity-4mnoma1d9g.pdf

The contribution of digitalisation to business longevity from a competitiveness perspective

This article studies the strategic journeys of two Indian banks in evolving socio-political and economic environments, spread across eight decades. It provides a holistic view of longevity challeng...

Longevity challenges and leadership interventions: Strategy journeys of two Indian banks

Purpose




This paper aims to discuss key aspects of the longevity of business enterprises across the world. It explores the parameters that set apart a company which had survived for more than 1,400 years from most large companies which survive for a fraction of this time.




Design/methodology/approach




The paper integrates observations from two important research papers on the topic, and from the author’s own research.




Findings




Contrary to expectations, long-surviving firms are usually conservative about change, exploit their opportunities rather than explore more, diversify in relevant areas, and co-operate even with their competitors to live long.




Research limitations/implications




To those companies that live long, age becomes a valuable resource in itself. Consumers see a continuous track record of a firm as a proxy for good quality, and long history can provide managers institutional memory to leverage toward further sustainability. “Long history” not only can provide anecdotes and stories to employees that exemplify the tacit core values of the firm but also, quite counter-intuitively, could be useful in transforming cultures and traditions.




Practical implications




Longevity challenge encompasses both continuity and change, but the experience filtered from many long-lived firms across the globe provides companies with insights that could inspire many more to live long and prosper.

Kamal Sharma

Papers

Longevity challenges and leadership interventions: Strategy journeys of two Indian banks

Live long and prosper: the search for business longevity