Abstract
This research aims to determine how a chief executive officer’s (CEO) level of dynamic managerial capabilities (DMCs) influences the performance of small family firms, as well as how family involvement moderates this relationship. Additionally, this paper offers insights into one antecedent of CEOs’ DMCs, namely managerial human capital. A total of 213 observations were obtained from CEOs who have founded and operate a minimum of one small family firm in Mexico. After testing the hypotheses using a structural equation model, a positive relationship was found between the level of a CEO’s DMC and family-firm performance. It was further observed that family involvement in the firm could positively moderate DMCs’s effect on firm performance, where family involvement was calculated as the number of family members that work in the family firm independently, formally, or informally, as well as whether they work full-time or part-time. Overall, the results indicate that in small family firms, the ability to change and adapt to create a sustainable competitive advantage depends, to some degree, on certain types of individual capabilities (DMCs), rather than simply on organizational capabilities, known as dynamic capabilities (DCs).
Esta investigación tiene como objetivo determinar cómo el nivel de capacidades dinámicas gerenciales (DMC) de un director general (CEO) influye en el rendimiento de las pequeñas empresas familiares, y cómo la participación de la familia modera esta relación. Además, este documento ofrece información sobre un antecedente de las DMC de los CEOs, a saber, el capital humano gerencial. Se obtuvieron un total de 213 observaciones de los CEO que han fundado y han operado al menos una pequeña empresa familiar en México. Después de probar las hipótesis utilizando un modelo de ecuaciones estructurales, se encontró una relación positiva entre el nivel del DMC del CEO y el desempeño de la empresa familiar. Se observó además que la participación de la familia en la empresa podría moderar positivamente el efecto de los DMC sobre el desempeño empresarial, donde la participación familiar se calculó como el número de miembros de la familia que trabajan en la empresa familiar de manera independiente, formal o informal, y si trabajan por completo tiempo o a tiempo parcial. En general, los resultados indican que en las pequeñas empresas familiares, la capacidad de cambiar y adaptarse para crear una ventaja competitiva sostenible depende, hasta cierto punto, de ciertos tipos de capacidades individuales (DMC), más que simplemente de capacidades organizacionales, conocidas como capacidades dinámicas (DC).
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