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Abstract This research explores the internal antecedents that affect business model innovation in family firms, with a particular focus on organizational inertia. While existing research has mainly focused on family management, we investigate instead the role of non-family employees. Their actions can be crucial in shaping the success of the business model innovation process, with prior research recognizing organizational inertia as a significant obstacle. We conducted qualitative research using a single case study on a family firm engaged in business model innovation. Our research suggests that psychological ownership among non-family employees may act as an enabling mechanism for overcoming organizational inertia. Our theoretical model illustrates how psychological ownership manifests in specific behaviours that appear to reduce insight, psychological, and action inertia, potentially facilitating the success of the business model innovation process. This study contributes to the understanding of the enablers of business model innovation in family firms and expands our knowledge of psychological ownership, proposing its previously unidentified outcome of reducing organizational inertia.
Correggi et al. (Mon,) studied this question.