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Dr. César Camisón
Department of Business Administration, University of Valencia, 46010 Valencia, Spain

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Article
Published: 28 May 2020 in International Entrepreneurship and Management Journal
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By combining the resource-and capabilities-based view and agency theory, this paper offers a framework within which to examine the nature of dynamic capabilities in family firms, and how they are affected by the ownership, governance and management structures. We focus on technology-based innovation capabilities, differentiating between sensing, seizing and transforming capabilities. We expand the analysis of family involvement, defined as the family firm owner's ability to influence firm behavior, identifying three distinct structures that underpin decision-making power and control capacity in family firms: the capital structure, the governance and management structure of the business; and the governance structure of the family itself. The empirical research was carried out on a sample of 748 family firms from the Spanish tourism industry. We find that the effects of these dimensions of family involvement on dynamic capabilities are asymmetric. A concentrated ownership structure with a high degree of family control and a substantial share of family wealth committed to the business are shown to have a negative effect. The management structure is shown to be the key body for fostering the accumulation of dynamic capabilities, although a high level of family involvement in the top management team and having a family member as CEO represent major barriers to this process. On the other hand, the board of directors and its composition appear not to be relevant structural elements. The most powerful structural factor in facilitating the development of innovation capabilities is the existence of an effective family board and the implementation of family management instruments. These mechanisms help to mitigate the negative effects of a family-controlled ownership and management structure. The findings represent a significant contribution to the literature on family firms, innovation management and corporate governance.

ACS Style

César Camisón-Zornoza; Beatriz Forés-Julián; Alba Puig-Denia; Sergio Camisón-Haba. Effects of ownership structure and corporate and family governance on dynamic capabilities in family firms. International Entrepreneurship and Management Journal 2020, 16, 1393 -1426.

AMA Style

César Camisón-Zornoza, Beatriz Forés-Julián, Alba Puig-Denia, Sergio Camisón-Haba. Effects of ownership structure and corporate and family governance on dynamic capabilities in family firms. International Entrepreneurship and Management Journal. 2020; 16 (4):1393-1426.

Chicago/Turabian Style

César Camisón-Zornoza; Beatriz Forés-Julián; Alba Puig-Denia; Sergio Camisón-Haba. 2020. "Effects of ownership structure and corporate and family governance on dynamic capabilities in family firms." International Entrepreneurship and Management Journal 16, no. 4: 1393-1426.

Editorial
Published: 19 March 2020 in Sustainability
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Tourism is a major activity in the global economy, not only in terms of its economic impact but also its social and environmental implications. The management practices and processes adopted by tourist companies and destinations are very heterogeneous and have variable impacts on the triple-bottom-line sustainability (people, profit, planet) of the ecosystem. However, there is still only limited available knowledge about the value of different practices for promoting both sustainable development and greater competitiveness. This Special Issue includes papers that present new ideas, theories, advancements, experiences, evidence or methodologies that support the convergence of economic, social and environmental competitiveness, the factors that help ensure their alignment, and the obstacles to complementarity between sustainability, responsibility and competitiveness in the tourism industry.

ACS Style

César Camisón. Competitiveness and Sustainability in Tourist Firms and Destinations. Sustainability 2020, 12, 2388 .

AMA Style

César Camisón. Competitiveness and Sustainability in Tourist Firms and Destinations. Sustainability. 2020; 12 (6):2388.

Chicago/Turabian Style

César Camisón. 2020. "Competitiveness and Sustainability in Tourist Firms and Destinations." Sustainability 12, no. 6: 2388.

Journal article
Published: 06 March 2020 in International Journal of Hospitality Management
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ACS Style

César Camisón; Beatriz Forés; Montserrat Boronat-Navarro; Alba Puig-Denia. The effect of hotel chain affiliation on economic performance: The moderating role of tourist districts. International Journal of Hospitality Management 2020, 87, 1 .

AMA Style

César Camisón, Beatriz Forés, Montserrat Boronat-Navarro, Alba Puig-Denia. The effect of hotel chain affiliation on economic performance: The moderating role of tourist districts. International Journal of Hospitality Management. 2020; 87 ():1.

Chicago/Turabian Style

César Camisón; Beatriz Forés; Montserrat Boronat-Navarro; Alba Puig-Denia. 2020. "The effect of hotel chain affiliation on economic performance: The moderating role of tourist districts." International Journal of Hospitality Management 87, no. : 1.

Journal article
Published: 09 July 2018 in Management Decision
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PurposeThe purpose of this paper is to enrich the explanation of the interplay between internal and external – or district shared – exploration and exploitation capabilities as antecedents of a firm’s radical and incremental innovation. Previous studies do not differentiate between exploration and exploitation in district shared capabilities and how they interact with internal capabilities.Design/methodology/approachThe paper uses hierarchical regression analysis to test the quadratic and moderating effects in a sample of 1,019 Spanish firms.FindingsResults show an increasingly positive effect on radical innovation of exploration capabilities, enhanced by shared capabilities in exploration. In the case of incremental innovation, the study finds evidence of an increasingly positive influence of exploitation capabilities and a concave relationship of exploration capabilities. Moreover, shared exploitation capabilities weaken the effect of internal exploitation capabilities and also have a direct effect on incremental innovation. Therefore, the two capabilities are interchangeable in the effect they have on incremental innovation.Practical implicationsDepending on the firm’s innovation strategy, intra-district firms should develop specific capabilities and/or concentrate on adopting the shared capabilities in the destination.Originality/valueThe study furthers the understanding of the relationship between exploration and radical innovation, and between exploitation and incremental innovation, which is more complex than previously depicted. The study also differentiates between exploration and exploitation in shared capabilities, enriching understanding of the competitiveness of district firms.

ACS Style

César Camisón; Montserrat Boronat-Navarro; Beatriz Forés. The interplay between firms’ internal and external capabilities in exploration and exploitation. Management Decision 2018, 56, 1559 -1580.

AMA Style

César Camisón, Montserrat Boronat-Navarro, Beatriz Forés. The interplay between firms’ internal and external capabilities in exploration and exploitation. Management Decision. 2018; 56 (7):1559-1580.

Chicago/Turabian Style

César Camisón; Montserrat Boronat-Navarro; Beatriz Forés. 2018. "The interplay between firms’ internal and external capabilities in exploration and exploitation." Management Decision 56, no. 7: 1559-1580.

Journal article
Published: 01 June 2015 in Tourism Management
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The quest to understand the multilevel antecedents of competitiveness has led to a separation of approaches. On one side of the question are the environment theories that analyze the structural characteristics of the general and competitive environment. On the other side are the Resource Based View and its extensions that highlight firm-specific resources and capabilities as the main basis of firms' competitiveness. However, in recent years the nature of competition and shifting economic conditions have given rise to new theoretical approaches that complement the assumptions underlying both environmental and firm theories. Specifically, this study contributes by examining the regional environment effect, the district effect and the strategic group effect. Through a study of 364 Spanish tourism firms, this research explores the relative importance of distinct external forces such as the general environment or country effect, the regional effect, the competitive environment or industry effect, the district effect, and internal factors such as the firm's tangible resources, capabilities and strategy selection. The results demonstrate that firms' capabilities are more important than environment effects and tangible resources

ACS Style

César Camisón; Beatriz Forés. Is tourism firm competitiveness driven by different internal or external specific factors?: New empirical evidence from Spain. Tourism Management 2015, 48, 477 -499.

AMA Style

César Camisón, Beatriz Forés. Is tourism firm competitiveness driven by different internal or external specific factors?: New empirical evidence from Spain. Tourism Management. 2015; 48 ():477-499.

Chicago/Turabian Style

César Camisón; Beatriz Forés. 2015. "Is tourism firm competitiveness driven by different internal or external specific factors?: New empirical evidence from Spain." Tourism Management 48, no. : 477-499.

Chapter
Published: 25 May 2011 in Encyclopedia of Knowledge Management, Second Edition
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According to the Knowledge-Based View, knowledge integration is one of the main capabilities that organizations must possess in today’s markets. In some high-tech industries, especially sciencebased industries such as biotechnology that need to integrate different bases of specialized expertise, the sources of knowledge are spread across a great variety of organizations. Strategic alliances are an option that may solve problems of speed or cost in these cases. Hence, in this chapter we identify advantages that inter-organizational cooperative agreements may have in the creation of knowledge, with a special emphasis on the case of strategic alliances in which the main aim is the joint creation of knowledge between partners and not simply the appropriation of this knowledge by one of the members of the agreement. In a second phase, we argue that virtual networks add more advantages to this type of alliance because of their special features. We define the virtual network as a strategic, temporary agreement between organizations that collaborate and coordinate their work through information technologies. This dimension adds greater flexibility to strategic alliances. We identify a virtual network typology by analyzing their properties and their value for the integration of knowledge.

ACS Style

César Camisón; Beatriz Forés; María Eugenia Fabra. Knowledge Integration through Strategic Alliances and Virtual Networks. Encyclopedia of Knowledge Management, Second Edition 2011, 591 -600.

AMA Style

César Camisón, Beatriz Forés, María Eugenia Fabra. Knowledge Integration through Strategic Alliances and Virtual Networks. Encyclopedia of Knowledge Management, Second Edition. 2011; ():591-600.

Chicago/Turabian Style

César Camisón; Beatriz Forés; María Eugenia Fabra. 2011. "Knowledge Integration through Strategic Alliances and Virtual Networks." Encyclopedia of Knowledge Management, Second Edition , no. : 591-600.

Chapter
Published: 24 May 2011 in Encyclopedia of Knowledge Management, Second Edition
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Knowledge Integration through Strategic Alliances and Virtual Networks: 10.4018/978-1-59904-931-1.ch057: According to the Knowledge-Based View, knowledge integration is one of the main capabilities that organizations must possess in today’s markets. In some

ACS Style

César Camisón; Beatriz Forés; María Eugenia Fabra. Knowledge Integration through Strategic Alliances and Virtual Networks. Encyclopedia of Knowledge Management, Second Edition 2011, 591 -600.

AMA Style

César Camisón, Beatriz Forés, María Eugenia Fabra. Knowledge Integration through Strategic Alliances and Virtual Networks. Encyclopedia of Knowledge Management, Second Edition. 2011; ():591-600.

Chicago/Turabian Style

César Camisón; Beatriz Forés; María Eugenia Fabra. 2011. "Knowledge Integration through Strategic Alliances and Virtual Networks." Encyclopedia of Knowledge Management, Second Edition , no. : 591-600.

Journal article
Published: 01 January 2011 in International Journal of Technology Management
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Organisations are finding it increasingly more difficult to keep abreast with the pace of change. The continuous rise in the number of business opportunities and the increase in global competition require firms to combine internal and external learning processes to renew and reconfigure existing capabilities and knowledge to enable them to meet environmental demands and to innovate. This study aims to unravel the complex linkage between internal learning capacity and absorptive capacity and at exploring the joint effect of both knowledge generation processes on innovation capacity. This study also proposes innovation capacity as an antecedent of business performance. Using data from 952 industrial Spanish firms and the technique of structural equation modelling, we provide evidence on the joint effect of internal learning capacity and absorptive capacity on innovation capacity. We also show that innovation capacity acts as a catalyst for the effect of learning capacities on business performance.

ACS Style

Beatriz Forés; Cesar Camison. The complementary effect of internal learning capacity and absorptive capacity on performance: the mediating role of innovation capacity. International Journal of Technology Management 2011, 55, 56 -81.

AMA Style

Beatriz Forés, Cesar Camison. The complementary effect of internal learning capacity and absorptive capacity on performance: the mediating role of innovation capacity. International Journal of Technology Management. 2011; 55 (1/2):56-81.

Chicago/Turabian Style

Beatriz Forés; Cesar Camison. 2011. "The complementary effect of internal learning capacity and absorptive capacity on performance: the mediating role of innovation capacity." International Journal of Technology Management 55, no. 1/2: 56-81.