{"@context":{"@vocab":"https://cir.nii.ac.jp/schema/1.0/","rdfs":"http://www.w3.org/2000/01/rdf-schema#","dc":"http://purl.org/dc/elements/1.1/","dcterms":"http://purl.org/dc/terms/","foaf":"http://xmlns.com/foaf/0.1/","prism":"http://prismstandard.org/namespaces/basic/2.0/","cinii":"http://ci.nii.ac.jp/ns/1.0/","datacite":"https://schema.datacite.org/meta/kernel-4/","ndl":"http://ndl.go.jp/dcndl/terms/","jpcoar":"https://github.com/JPCOAR/schema/blob/master/2.0/"},"@id":"https://cir.nii.ac.jp/crid/1363670318734130176.json","@type":"Article","productIdentifier":[{"identifier":{"@type":"DOI","@value":"10.1111/j.1741-6248.1999.00001.x"}},{"identifier":{"@type":"URI","@value":"https://journals.sagepub.com/doi/pdf/10.1111/j.1741-6248.1999.00001.x"}}],"dc:title":[{"@value":"A Resource-Based Framework for Assessing the Strategic Advantages of Family Firms"}],"description":[{"type":"abstract","notation":[{"@value":"<jats:p> The Resource-Based View (RBV) of competitive advantage provides a theoretical framework from the field of strategic management for assessing the competitive advantages of family firms. The RBV isolates idiosyncratic resources that are complex, intangible, and dynamic within a particular firm. The bundle of resources that are distinctive to a firm as a result of family involvement are identified as the “familiness” of the firm. This approach provides a research and practice method for assessing the specific behavioral and social phenomena within a firm that provide an advantage. Using a familiness model for assessing competitive advantage overcomes many of the problems associated with the generic claim that family companies have an advantage over nonfamily companies. It also provides a unified systems perspective of family firm performance. </jats:p>"}]}],"creator":[{"@id":"https://cir.nii.ac.jp/crid/1383670318734130177","@type":"Researcher","foaf:name":[{"@value":"Timothy G. Habbershon"}],"jpcoar:affiliationName":[{"@value":"Wharton School of the University of Pennsylvania, Family Business Studies Division"}]},{"@id":"https://cir.nii.ac.jp/crid/1383670318734130176","@type":"Researcher","foaf:name":[{"@value":"Mary L. Williams"}],"jpcoar:affiliationName":[{"@value":"Widener University, Wharton School of the University of Pennsylvania"}]}],"publication":{"publicationIdentifier":[{"@type":"PISSN","@value":"08944865"},{"@type":"EISSN","@value":"17416248"}],"prism:publicationName":[{"@value":"Family Business Review"}],"dc:publisher":[{"@value":"SAGE Publications"}],"prism:publicationDate":"1999-03","prism:volume":"12","prism:number":"1","prism:startingPage":"1","prism:endingPage":"25"},"reviewed":"false","dc:rights":["https://journals.sagepub.com/page/policies/text-and-data-mining-license"],"url":[{"@id":"https://journals.sagepub.com/doi/pdf/10.1111/j.1741-6248.1999.00001.x"}],"createdAt":"2004-04-20","modifiedAt":"2025-03-11","relatedProduct":[{"@id":"https://cir.nii.ac.jp/crid/1360861704761730944","@type":"Article","resourceType":"学術雑誌論文(journal article)","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@value":"Management innovations in family firms after CEO successions: Evidence from Japanese SMEs"}]},{"@id":"https://cir.nii.ac.jp/crid/1390001288142377856","@type":"Article","relationType":["isReferencedBy"],"jpcoar:relatedTitle":[{"@language":"ja","@value":"同族企業の行動原理とその特徴"}]}],"dataSourceIdentifier":[{"@type":"CROSSREF","@value":"10.1111/j.1741-6248.1999.00001.x"},{"@type":"CROSSREF","@value":"10.7222/marketing.2018.020_references_DOI_MUM5o2HDSkKiwMLxgp7WmVB6aG2"},{"@type":"CROSSREF","@value":"10.1016/j.japwor.2023.101189_references_DOI_MUM5o2HDSkKiwMLxgp7WmVB6aG2"}]}