Call for Chapters: Entrepreneurial Leadership and Competitive Strategy in Family Business

Editors

José Manuel Saiz-Alvarez, EGADE Business School, Tecnologico de Monterrey (Mexico)
Jesús Manuel Palma-Ruiz, Universidad Autónoma de Chihuahua (Mexico)

Call for Chapters

Proposals Submission Deadline: March 15, 2018
Full Chapters Due: August 15, 2018
Submission Date: December 20, 2018

Introduction

The family business represents more than 85 percent of the entrepreneurial network worldwide, and they are a fundamental part of the economic structure of the countries. Business owners are generally conscious of their role in their societies giving rise to their feelings. Yet, because the resulting socioemotional wealth is intended to be enjoyed by the family alone, this view reflects a mostly self-interested approach to decision making (Newbert and Craig, 2017). This emotional decision-making links to business decisions rooted in Corporate Social Responsibility (CSR). A business strategy that is having an increasing role to play, mainly in developing countries.

Although Bowen (1953) is considered the modern father of the CSR, some other authors (Bernard, 1938; Kreps, 1940) have seminally thought about this issue (Milian, 2015). These seminal works have been enlarged by Davis (1960, 1967), cited by Schwartz and Carroll (2003), in which he asks what the entrepreneur owes to society (social mortgage) (Ramírez, 2016; Saiz-Álvarez, 2017a) and what responsibility companies have in front of their communities. The role of the entrepreneur in almost all the entrepreneurial ecosystems known worldwide is fundamental. These ecosystems create triple helix models (Carlsson and Stankiewicz, 1991; Carlsson et al., 2002; Edquist, 2005; Bergek et al., 2005) defined by their diffuseness, heterogeneity, intense focus on institutions, low visibility of the role of individuals in the innovation process, and system boundaries (Ranga and Etzkowitz, 2013). Triple helix models that are recently drifting toward quadruple helix models where Non-governmental organizations (NGOs) have a vital role to play. As a result, quadruple helix models are permeating both civil societies and organizations, the need for greater awareness and social support towards the most disadvantaged, and that population at risk of social exclusion. Models formed by the positive effects created by the interaction between Universities, defined by the 7-K (Know-how, know-why, know-who, and know-what) (Saiz-Álvarez and García-Ochoa, 2008); NGOs established by social assistance and the fight against poverty and inequality; Business organizations with the creation of positive externalities regarding job creation and wealth for a good part of society; and the public sector, whose processes of state intervention, mainly through fiscal policy, generate crowding-in effects to benefit the population.

When a family business link to strategies based on CSR, this lays the foundations to achieve a business leadership that must be sustainable over time if long-term results are sought after. In fact, leadership in family businesses is an essential aspect to have in mind during their structural change headed to business success. Being a leader with social responsibility is, more than a fad, an obligation in the current world defined by globalization and the growing competition in regional blocks located in different regions of the planet. This handbook will give a multicultural vision of how CSR is part of our lives and how an excellent corporate communication policy is necessary to improve the corporation's goodwill, especially in the case of family firms. In this sense, the combination of quadruple helix schemes, formed by the combination of universities, the public sector, businesses, and NGOs, generates social and economic wealth.

In this respect, the Latin American and the Caribbean (LAC) countries are strengthening quadruple helix models for social change. A leader is active when he has the following ten characteristics in his personality: honesty, knowing how to delegate, communicate, give confidence, have the commitment, creativity, intuition, inspiration and a positive attitude, and know how to approach others, especially his team (Prive, 2012). While in developed nations individual entrepreneurship is predominant, in developing countries it would be more desirable to create a social enterprise that aims to integrate the most disadvantaged communities, as well as to achieve a process of sustainable social change. Thanks to social entrepreneurship, combined with CSR-based business policies, the methods of social transformation lead to the achievement of more just and solidary societies defined by the creation of a broad middle class that sustains with the payment of taxes to the State. For this reason, public intervention in developing countries is more necessary due to the crowding-in effects it generates since the private sector is fragile. In this sense, the model existing in the countries of the first world countries must necessarily be different from that which arises in the developing world, if real social and economic changes are desired. These differences will be stressed in this Handbook of Research.

References

Bergek, A.; Jacobsson, S.; Carlsson, B.; Lindmarki, S., & Rickne, A. (2005). Analysing the Dynamics and Functionality of Sectoral Innovation Systems–A Manual. In 10 Year Anniversary DRUID Summer Conference, Copenhagen, June 27–29.
Bernard, C.I. (1938). The Functions of the Executive, Boston, MA.: Harvard University Press.
Bowen, H.R. (1953). Social Responsibilities for the Businessman, New York: Harper.
Carlsson, B., & Stankiewicz, R. (1991). On Nature, Function, and Composition of Technological Systems. Journal of Evolutionary Economics, 1, 93–118.
Carlsson, B., Jacobsson, S., Holmén, M., & Rickne, A. (2002). Innovation Systems: Analytical and Methodological Issues. Research Policy, 31, 233–245.
Davis, K. (1960). Can Business Afford to Ignore Social Responsibilities? California Management Review, 11(3): 70–76.
Davis, K. (1967). Understanding the Social Responsibility Puzzle: What Does the Businessman Owe to Society?. Business Horizons, 10(4): 45–50.
Edquist, C. (2005). Systems of Innovation: Perspectives and Challenges. In Fagerberg, J., Mowery, D.C., & Nelson, R.R. (Eds.), The Oxford Handbook of Innovation, New York: Oxford University Press, pp. 181–208.
Kreps, T.J. (1940). Measurement of the Social Performance of Business. The ANNALS of the American Academy of Political and Social Science, 343(1), 20-31.
Milian, L. (2015). CSR. Origin and Evolution in the Spanish and European Business Environment [original in Spanish, Responsabilidad Social Corporativa. Origen y Evolución en el Entorno Empresarial Europeo y Español], Madrid (Spain): Pontifical University of Comillas.
Newbert, S. and Craig, J.B. (2017). Moving Beyond Socioemotional Wealth: Toward a Normative Theory of Decision Making in Family Business. Family Business Review, 30(4), 339-346.
Prive, T. (2012). Top 10 Qualities That Make a Great Leader, Forbes, Dec 19.
Ramírez, D.N. (2016). The Social Mortgage [original en español, La Hipoteca Social]. Mexico: McGraw-Hill.
Ranga, M., & Etzkowitz, H. (2013). Triple Helix Systems: An Analytical Framework for Innovation Policy and Practice in the Knowledge Society. Industry and Higher Education, 27(4): 237-262.
Saiz-Álvarez, J.M. (2017a). Entrepreneurial ICT-based Skills and Leadership for Business Ethics in Higher Education. In Mukerji, S., & Tripathi, P. (Eds.) Handbook of Research on Technology-Centric Strategies in Higher Education Administration. Hershey, PA (EE.UU.): Information Science Reference (IGI Global), 373-392.
Saiz-Álvarez, J.M., & García-Ochoa, M. (2008). Outsourcing and Strategic Alliances in the New Knowledge Economy [original in Spanish, Externalización de Servicios y Alianzas Estratégicas en la Nueva Economía del Conocimiento]. Economía Industrial, 370, 135-141.
Schwartz, M.S., & Carroll, A.B. (2003). Corporate Social Responsibility: A Three-Domain Approach. Business Ethics Quarterly, 13(4), 503-530.


Objective

The subject area is related to family business that will be defined as firms controlled by family members, although they might not possess the majority of the social capital. One critical aspect of the longevity of family business comes up with leadership, as only leader business firms will be able to survive in highly-competitive markets. In fact, only leaders will be capable of transforming family SMEs into large corporations, even multinationals, in the long-term. The objective of this book is to set up which business strategies applied to family firms will be able to boost efficiency, competitiveness, and optimal use of resources’ allocation in companies competing internationally.

Target Audience

The target audience of this book will be composed of professionals and researchers working in the field of entrepreneurship and family business in various disciplines, e.g., economics, business administration, administrative sciences and management, education, adult education, and sociology. Moreover, the book will provide insights and support executives concerned with the management of expertise, knowledge, information and organizational development related to entrepreneurship and family businesses in different types of work communities and environments.

Recommended Topics

Entrepreneurial Leadership and Competitive Strategy in Family Business
Entrepreneurship-based models
Trust in global networks
Leadership and globalization
Trust and value creation in family business
Competitive strategies in family business
Improving market performance through leadership
Guidance as a management strategy
Entrepreneurship from the perspective of knowledge management
Leadership in public administration
Human capital development
Organizational knowledge
Knowledge transfer and leadership
Inter-organizational communication
Knowledge-centric best practices
Information security and competition
Knowledge creation and leadership
Knowledge representation in family business
Organizational learning and family business
Organizational culture and leadership
Trust in organizational leadership
Economic development and corporate governance
Management and Information systems to foster leadership
Interpersonal trust and competitive strategy
Technology partnerships and leadership
Trust building and leadership


Submission Procedure

Researchers and practitioners are invited to submit on or before March 15, 2018, a chapter proposal of 1,000 to 2,000 words clearly explaining the mission and concerns of his or her proposed chapter. Authors will be notified by March 14, 2018, about the status of their proposals and sent chapter guidelines. Full chapters are expected to be submitted by August 15, 2018, and all interested authors must consult the guidelines for manuscript submissions at http://www.igi-global.com/publish/contributor-resources/before-you-write/ prior to submission. All submitted chapters will be reviewed on a double-blind review basis. Contributors may also be requested to serve as reviewers for this project.

Note: There are no submission or acceptance fees for manuscripts submitted to this book publication, Trust in Knowledge Management and Systems in Organizations. All manuscripts are accepted based on a double-blind peer review editorial process.

All proposals should be submitted through the eEditorial Discovery®TM online submission manager.


Publisher

This book is scheduled to be published by IGI Global (formerly Idea Group Inc.), publisher of the "Information Science Reference" (formerly Idea Group Reference), "Medical Information Science Reference," "Business Science Reference," and "Engineering Science Reference" imprints. For additional information regarding the publisher, please visit www.igi-global.com. This publication is anticipated to be released in 2019.

Important Dates

March 15, 2018: Proposal Submission Deadline
April 14, 2018: Notification of Acceptance
August 15, 2018: Full Chapter Submission
October 30, 2018: Review Results Returned
November 30, 2018: Final Acceptance Notification
December 20, 2018: Final Chapter Submission


Inquiries

José Manuel Saiz-Alvarez, EGADE Business School, Tecnologico de Monterrey (Mexico)
josemanuel.saizalvarez@gmail.com and jmsaiz@itesm.mx

Jesús Manuel Palma-Ruiz, Universidad Autónoma de Chihuahua (Mexico)
jmpalma@uach.mx


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