Publication: Business Model lnnovation in Family Small and Medium-sized Enterprises: The role of Strategic lnnovation Readiness
Authors
Gracia Laborda, Mercedes
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Escuela Internacional de Doctorado
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López Nicolás, Carolina ; Meroño Cerdán, Ángel Luis
Publisher
Universidad de Murcia
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DOI
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info:eu-repo/semantics/doctoralThesis
Description
Abstract
Las Pequeñas y Medianas Empresas (PYMES) constituyen el eje principal de la economía europea, pero operan en un entorno VUCA (volátil, incierto, complejo y ambiguo) cada vez más hostil. En este escenario, la innovación tradicional de productos ya no basta; la supervivencia depende de la Innovación del Modelo de Negocio (IMN).Esta tesis aborda la paradoja de la innovación en la empresa familiar. Aunque poseen la capacidad de innovar, a menudo carecen de la disposición para hacerlo debido al deseo de preservar su Riqueza Socioemocional (SEW) y al miedo a perder el control. El objetivo principal es cerrar las brechas en la literatura analizando cómo la Intensidad Competitiva y la Preparación Estratégica para la Innovación (PEI) impulsan la IMN y el rendimiento empresarial, comparando las distintas trayectorias estratégicas entre empresas familiares y no familiares.La investigación adopta un enfoque cuantitativo utilizando un robusto conjunto de datos del Proyecto Europeo Envision, con una muestra final de 417 PYMES de 13 países europeos. Los datos se analizaron mediante Modelado de Ecuaciones Estructurales (PLS-SEM) y análisis multigrupo avanzado para probar rigurosamente las diferencias entre tipologías de empresas.El primer estudio desafía la asunción de que la competencia desencadena automáticamente la innovación. Demuestra que, generalmente, la competencia requiere un mediador interno -la Preparación Estratégica para la Innovación (PEI)- para generar IMN. Mientras que las empresas no familiares siguen una trayectoria lineal donde la presión competitiva construye la PEI, la cual a su vez impulsa la IMN, las empresas familiares muestran una respuesta dual. Aunque la preservación de la SEW suprime inicialmente la PEI, activan una lógica de apuesta mixta bajo amenaza. Cuando la supervivencia peligra, saltan los protocolos formales (PEI) y ejecutan cambios estratégicos defensivos directamente para proteger su legado.El segundo estudio examina los resultados, confirmando que las empresas familiares son más eficientes, adoptando un enfoque de "hacer más con menos". En las empresas familiares, la IMN actúa como un mediador fuerte. Su control centralizado funciona como un filtro de calidad, asegurando que, una vez deciden innovar, obtienen altos rendimientos. En las empresas no familiares, la IMN no actúa como mediadora significativa, sugiriendo que realizan innovaciones más rutinarias que no siempre se traducen en ganancias financieras inmediatas.El estudio final rompe con la visión lineal tradicional, modelando la relación entre rendimiento e innovación como un ciclo recursivo. Revela lógicas de reinversión divergentes: en las empresas no familiares se sigue una lógica de acumulación, reinvirtiendo el éxito en desarrollar capacidades futuras (PEI). Por el contrario, las empresas familiares siguen una lógica de ejecución. El alto rendimiento actúa como red de seguridad contra la pérdida de SEW, animándolos a reinvertir directamente en la implementación de la IMN para asegurar la continuidad transgeneracional.Esta tesis reivindica el papel de la empresa familiar en la economía de la innovación, demostrando que su configuración única es un mecanismo de filtro estratégico más que un obstáculo. Las implicaciones prácticas sugieren que los directivos no familiares deben centrarse en la ejecución para asegurar resultados tangibles. Por el contrario, los directivos familiares deben "profesionalizar la preparación" (PEI), construyéndola deliberadamente para no depender solo de la innovación reactiva ante crisis. Finalmente, los responsables políticos deben diferenciar el apoyo: mitigar riesgos de SEW para familiares y mejorar la eficiencia de ejecución para las no familiares.
Small and Medium-sized Enterprises (SMEs) are the backbone of the European economy, yet they face an increasingly hostile environment defined by volatility, uncertainty, complexity, and ambiguity (VUCA). In this landscape, traditional product innovation is insufficient; survival depends on Business Model Innovation (BMI)-changing how value is created, delivered, and captured.This dissertation addresses the "family firm innovation paradox": while family firms have the ability to innovate, they often lack the willingness due to a desire to preserve Socioemotional Wealth (SEW) and fear of losing control. The research aims to bridge gaps in the literature by analyzing how competition intensity and Strategic Innovation Readiness (SIR) drive BMI and Firm Performance, comparing the distinct strategic pathways of family versus non-family firms.This research adopts a quantitative approach using a robust dataset from the European Envision Project, comprising 417 SMEs across 13 European countries. Data was analyzed using Partial Least Squares Structural Equation Modelling (PLS-SEM) and advanced multigroup analysis to rigorously test differences between firm types.The first empirical study challenges the assumption that competition automatically triggers innovation. It proves that competition generally requires an internal mediator-Strategic Innovation Readiness (SIR)-to generate BMI. While non-family firms follow a linear path in which competition intensity leads them to build SIR, which then drives BMI, family firms exhibit a dual response. Whereas SEW preservation typically suppresses SIR, these firms activate a mixed gamble logic when threatened. Under high competition, they bypass formal preparation (SIR) and execute defensive strategic changes directly to protect their legacy.The second study examines the outcomes of innovation. It confirms that family firms are more efficient, adhering to a "doing more with less" approach. In family firms, BMI acts as a strong mediator between readiness and performance. Their centralized control functions as a quality filter, ensuring that once they commit to innovation, it yields high returns. In non-family firms, BMI does not significantly mediate this relationship, suggesting these firms often engage in routine innovations that do not immediately translate into financial gains.The final study breaks the traditional linear view, modelling the relationship between performance and innovation as a recursive cycle. It reveals that past performance drives future innovation more than the reverse, but with divergent reinvestment logics. Non-family firms follow a logic of accumulation, reinvesting success into building future capabilities (SIR). In contrast, family firms follow a logic of execution. High performance acts as a safety net against SEW loss, encouraging them to reinvest directly into BMI implementation to ensure transgenerational continuity.This thesis redeems the family firm's role in the innovation economy, showing that their unique configuration is a strategic filtering mechanism rather than an obstacle. Practical implications suggest that non-family managers should focus on execution to ensure tangible performance. Conversely, family managers must professionalize readiness, deliberately building SIR to avoid relying solely on reactive, crisis-driven innovation. Finally, policymakers should tailor support: providing SEW risk mitigation for family firms and execution efficiency programs for non-family firms.
Small and Medium-sized Enterprises (SMEs) are the backbone of the European economy, yet they face an increasingly hostile environment defined by volatility, uncertainty, complexity, and ambiguity (VUCA). In this landscape, traditional product innovation is insufficient; survival depends on Business Model Innovation (BMI)-changing how value is created, delivered, and captured.This dissertation addresses the "family firm innovation paradox": while family firms have the ability to innovate, they often lack the willingness due to a desire to preserve Socioemotional Wealth (SEW) and fear of losing control. The research aims to bridge gaps in the literature by analyzing how competition intensity and Strategic Innovation Readiness (SIR) drive BMI and Firm Performance, comparing the distinct strategic pathways of family versus non-family firms.This research adopts a quantitative approach using a robust dataset from the European Envision Project, comprising 417 SMEs across 13 European countries. Data was analyzed using Partial Least Squares Structural Equation Modelling (PLS-SEM) and advanced multigroup analysis to rigorously test differences between firm types.The first empirical study challenges the assumption that competition automatically triggers innovation. It proves that competition generally requires an internal mediator-Strategic Innovation Readiness (SIR)-to generate BMI. While non-family firms follow a linear path in which competition intensity leads them to build SIR, which then drives BMI, family firms exhibit a dual response. Whereas SEW preservation typically suppresses SIR, these firms activate a mixed gamble logic when threatened. Under high competition, they bypass formal preparation (SIR) and execute defensive strategic changes directly to protect their legacy.The second study examines the outcomes of innovation. It confirms that family firms are more efficient, adhering to a "doing more with less" approach. In family firms, BMI acts as a strong mediator between readiness and performance. Their centralized control functions as a quality filter, ensuring that once they commit to innovation, it yields high returns. In non-family firms, BMI does not significantly mediate this relationship, suggesting these firms often engage in routine innovations that do not immediately translate into financial gains.The final study breaks the traditional linear view, modelling the relationship between performance and innovation as a recursive cycle. It reveals that past performance drives future innovation more than the reverse, but with divergent reinvestment logics. Non-family firms follow a logic of accumulation, reinvesting success into building future capabilities (SIR). In contrast, family firms follow a logic of execution. High performance acts as a safety net against SEW loss, encouraging them to reinvest directly into BMI implementation to ensure transgenerational continuity.This thesis redeems the family firm's role in the innovation economy, showing that their unique configuration is a strategic filtering mechanism rather than an obstacle. Practical implications suggest that non-family managers should focus on execution to ensure tangible performance. Conversely, family managers must professionalize readiness, deliberately building SIR to avoid relying solely on reactive, crisis-driven innovation. Finally, policymakers should tailor support: providing SEW risk mitigation for family firms and execution efficiency programs for non-family firms.
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