Hacia un Modelo Teórico de Liderazgo Compartido e Innovación en la Empresa Familiar
DOI:
https://doi.org/10.24310/ejfb.15.1.2025.20484Palabras clave:
Liderazgo compartido, Innovación,, Capital social, Empresa familiar, FamilinessResumen
Aunque las empresas familiares tienen a un liderazgo jerárquico, reflejo de la estructura de poder familiar, defendemos el liderazgo compartido como un mecanismo clave para fomentar la innovación en estas empresas, ya que el modelo jerárquico puede dificultar el éxito de los procesos de innovación al limitar el intercambio de recursos y conocimientos entre miembros familiares y no familiares. El liderazgo compartido surge tanto del empoderamiento de los líderes jerárquicos formales como de las prácticas de auto-liderazgo en la organización. Nuestro estudio propone que la familiaridad (familiness) y el capital social, elementos característicos de las empresas familiares, pueden desempeñar un papel fundamental en la mejora de la capacidad innovadora de estas organizaciones. El liderazgo compartido se presenta como una herramienta potencialmente poderosa para aprovechar el valor de la familiaridad, fortalecer los lazos de unión y de conexión, promoviendo así el intercambio de recursos y conocimientos entre miembros familiares y no familiares. Finalmente, se discuten las implicaciones teóricas, futuras líneas de investigación y consideraciones para la práctica directiva.
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