A commentary on "entrepreneurship in family vs. non-family firms: a resource-based analysis of the effect of organizational culture"

Introduction

Organizational tillage has long been identified as an important dimension of the family firm (Dyer 1986 1988; Owen & Rowe, 1995) Using a framework of a resource-based view, Zahra, Hayton, and Salvato (2003) have further examined the family firm's organizational agriculture as an important strategic resource in comparison to non-family businesses. Four orientations, or dimensions, of firm agriculture were explored including individual versus collection cultural orientation, internal versus external cultural orientation, centralization/decentralization of coordination and mastery and long-versus short-term time orientation. Primary data was bring togethered via a mail survey and multivariate analytical techniques were engrossed Empirical findings showed a