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A cultural perspective on the impact of family and society on the competitive advantage of organizations and nations.

機(jī)譯：關(guān)于家庭和社會(huì)對(duì)組織和國(guó)家競(jìng)爭(zhēng)優(yōu)勢(shì)的影響的文化觀點(diǎn)。

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This dissertation is interested in explaining how and why the culture of family and society impacts the competitive advantage of organizations and nations. Central to such an explanation is the development of a theory of the family firm because that theory is a potential link between the four distinct systems, the family, organization, nation, and society. This dissertation consists of four essays, three theoretical and one empirical.;The first essay is theoretical; it argues that the formation of family and non-family firms depends on the family culture of the firm's founders. The essay distinguishes between two family cultures: one supports the formation of family firms and another supports the formation of non-family firms. Accordingly, the essay provides a framework to understand family culture by using family concepts, such as marriage and love. The second essay is theoretical; it uses the developed framework in the first essay to understand the behavior and performance of family and non-family firms. Specifically, the second essay attempts to answer the questions of why and when a business's owner maintains the ownership with the family and/or hires family managers rather than non-family managers, or vise versa.;The third essay is theoretical; it argues that the formation of family and non-family firms depends also on societal culture. Societies who endorse traditional and postmodern cultures support the formation of family firms because non-economic objectives have a higher priority than economic objectives. However, societies who endorse modern cultures support the formation of non-family firms because economic objectives have first priority rather than non-economic objectives. The fourth essay is empirical; it tests some of the generated research questions in the third essay. The fourth essay argues that nations are exposed to cultural competition where nations of similar cultures compete against each other. This essay finds that the family mode of governance is the most appropriate mode for nations competing in traditional societies, the non-family mode of governance is the most appropriate mode for nations competing in modern societies, and the state mode of governance is the most appropriate mode for nations competing in postmodern societies.;Keywords: competitive advantage, culture, family, organization, nation, society, strategy, cultural competition, family business
機(jī)譯：本文的目的是解釋家庭和社會(huì)文化如何以及為什么影響組織和國(guó)家的競(jìng)爭(zhēng)優(yōu)勢(shì)。這種解釋的核心是家族企業(yè)理論的發(fā)展，因?yàn)樵摾碚撌羌易?，組織，民族和社會(huì)這四個(gè)不同系統(tǒng)之間的潛在聯(lián)系。本文由四篇論文組成，其中三篇為理論論文，另一篇為實(shí)證論文。它認(rèn)為家族和非家族企業(yè)的形成取決于企業(yè)創(chuàng)始人的家族文化。本文區(qū)分兩種家族文化：一種支持家族企業(yè)的形成，另一種支持非家族企業(yè)的形成。因此，本文提供了一個(gè)框架，可以通過使用諸如婚姻和愛情之類的家庭觀念來(lái)理解家庭文化。第二篇論文是理論性的；它使用第一篇文章中開發(fā)的框架來(lái)了解家族企業(yè)和非家族企業(yè)的行為和績(jī)效。具體而言，第二篇文章試圖回答企業(yè)所有者為何以及何時(shí)與家族保持所有權(quán)和/或雇用家族管理者而非非家族管理者，反之亦然。它認(rèn)為，家族企業(yè)和非家族企業(yè)的形成還取決于社會(huì)文化。認(rèn)可傳統(tǒng)和后現(xiàn)代文化的社會(huì)支持家族企業(yè)的成立，因?yàn)榉墙?jīng)濟(jì)目標(biāo)比經(jīng)濟(jì)目標(biāo)具有更高的優(yōu)先級(jí)。但是，支持現(xiàn)代文化的社會(huì)支持非家族企業(yè)的成立，因?yàn)榻?jīng)濟(jì)目標(biāo)比非經(jīng)濟(jì)目標(biāo)更為重要。第四篇論文是經(jīng)驗(yàn)性的；它在第三篇文章中測(cè)試了一些產(chǎn)生的研究問題。第四篇文章認(rèn)為，國(guó)家之間存在文化競(jìng)爭(zhēng)，而相似文化的國(guó)家則相互競(jìng)爭(zhēng)。本文發(fā)現(xiàn)，家庭治理模式是傳統(tǒng)社會(huì)中競(jìng)爭(zhēng)國(guó)家最合適的模式，非家庭治理模式是現(xiàn)代社會(huì)中國(guó)家競(jìng)爭(zhēng)最合適的模式，國(guó)家治理模式是最適當(dāng)?shù)年P(guān)鍵字：競(jìng)爭(zhēng)優(yōu)勢(shì)，文化，家庭，組織，國(guó)家，社會(huì)，戰(zhàn)略，文化競(jìng)爭(zhēng)，家族企業(yè)

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