Journal of Product Innovation Management最新文献

{"title":"Innovation in Family Firms: The Role of Absorptive Capacity and Knowledge Collaboration","authors":"David Bruce Audretsch,&nbsp;Maksim Belitski,&nbsp;Christina Guenther,&nbsp;Natalia Vershinina","doi":"10.1111/jpim.12809","DOIUrl":"https://doi.org/10.1111/jpim.12809","url":null,"abstract":"<p>While prior research suggests that family ownership can significantly facilitate sales and innovation, empirical findings often overlook the nuanced differences in innovation inputs between family and non-family firms. We address this gap by examining the extent to which family firms are able to use absorptive capacity by creating knowledge internally and collaborating with external partners to enhance their innovation. Utilizing micro-level data from 9266 of the most innovative UK firms from 2006 to 2016, we employ a multi-level analysis to examine how different knowledge inputs—such as internal investments in knowledge and external collaborations at the regional and international levels—influence innovation outputs in family and non-family firms. Our findings contribute to the innovation and family business literature by providing a clearer understanding of the innovation dynamics within family firms compared to their non-family counterparts. Additionally, we offer managerial insights and outline policy implications that could foster knowledge transfer in family firms. These recommendations take into account that regional and international knowledge collaboration serves as a boundary condition for family firms to outperform their non-family counterparts.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 6","pages":"953-971"},"PeriodicalIF":12.0,"publicationDate":"2026-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.12809","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149205355","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Old but Sold? Innovation Through Tradition Strategy for Export and the Role of Family Involvement","authors":"Ivan Miroshnychenko,&nbsp;Lorenzo Ardito,&nbsp;Paolo Capolupo,&nbsp;Antonio Messeni Petruzzelli","doi":"10.1111/jpim.12796","DOIUrl":"https://doi.org/10.1111/jpim.12796","url":null,"abstract":"<p>Despite the notable body of research, the family firm (FF) internationalization literature has overlooked the role of innovation strategies in explaining FFs' export performance. We focus on the innovation through tradition (ITT) strategy—specifically, the degree to which a firm leverages its firm-specific, mature (i.e., past) knowledge in the innovation search and recombination process. This strategy is particularly relevant for FFs as it can have ambivalent effects on export performance. On the one hand, it may ease the liability of foreignness; on the other, it could exacerbate it, creating tensions that firms must carefully navigate. Drawing from the socioemotional wealth perspective, we argue that FFs will be more prone to adopt an ITT strategy. However, the extent to which they will be able to reap the advantages or suffer the constraints of such a strategy for export depends on the particular type of family governance. Specifically, we contend that family managers will have a positive moderating effect on the relationship between the degree to which a firm leverages firm-specific mature knowledge and export intensity thanks to their direct involvement and operational control over innovation activities. Conversely, family owners lacking this direct involvement will have a negative moderating effect on this relationship. Our analyses, based on a global longitudinal sample of 134 listed firms in the automotive and pharma/biotech industries observed from 2008 to 2020, support our hypotheses. Our results contribute to the nexus of the FF internationalization and FF innovation literature streams, the ITT research in FFs, and the broader internationalization literature.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 6","pages":"1014-1033"},"PeriodicalIF":12.0,"publicationDate":"2026-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.12796","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149205414","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Between Financial and Socioemotional Wealth: Navigating Knotted Tensions in Family Business Innovation","authors":"Elias Hadjielias,&nbsp;Michael Christofi,&nbsp;Carlotta Benedetti","doi":"10.1111/jpim.12805","DOIUrl":"https://doi.org/10.1111/jpim.12805","url":null,"abstract":"<p>Current research on family business innovation tends to isolate individual tensions for analysis, while in reality, these tensions often arise in complex entanglements. To fill this research void, we focus on understanding how multiple tensions occur in the innovation process, how these tensions are entangled, and how they are managed. We turn to the financial wealth–socioemotional wealth [FW-SEW] trade-off, which is a useful lens for understanding how family managers address tensions in a family business. We draw on a semi-grounded multiple case study research that includes 51 in-depth interviews across six private Cypriot family businesses. To assist in interpretation and analysis and enhance the robustness of our findings, we triangulate our data with 53 observations and 288 documents across the cases. We identify three knotted innovation tensions sensed by family managers based on the FW-SEW trade-off: inclusive innovation, stewardship-focused innovation, and family routine innovation tensions. Our findings also reveal three corresponding strategies for managing knotted innovation tensions—controlled inclusivity, family-driven responsible innovation, and fostering family-business harmony—each aimed at balancing FW and SEW priorities. Our study re-conceptualizes innovation tension management in the family business as entanglements of multiple tensions that must be properly sensed and managed.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 6","pages":"867-890"},"PeriodicalIF":12.0,"publicationDate":"2026-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.12805","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149206126","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A Betrayal in the Family: An Inhibitor or Stimulus for Business Model Innovation?","authors":"Md Imtiaz Mostafiz,&nbsp;Nazha Gali,&nbsp;Farhad Uddin Ahmed,&nbsp;Mathew Hughes","doi":"10.1111/jpim.70010","DOIUrl":"https://doi.org/10.1111/jpim.70010","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Academic Summary</h3>\u0000 \u0000 <p>Business-focused betrayals perpetrated by family members in managerial and decision-making positions can devastate family businesses, questioning their assumptions about trust and how they conduct the business. Such betrayals ignite tensions between family and business logics, potentially causing paralysis and protection of the status quo or compelling innovation of its strategies and operations—its business model. We draw on two contrasting perspectives to examine this tension: the threat rigidity thesis suggests that betrayal inhibits business model innovation by inducing fear of failure (an emotional familial response); organizational learning theory suggests that betrayal stimulates business model innovation by prompting knowledge development (an impassive business response). Relying on a sample of family businesses from India (<i>n</i> = 221) and Bangladesh (<i>n</i> = 289), our results support the latter perspective. Our study provides a theoretical foundation for the relationship between business-focused betrayal and business model innovation, revealing new mediating mechanisms and new insights into when and why the coupling of family and business logic prompts or impedes change.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>Betrayal within family businesses resulting from the actions of family members in leadership or decision-making positions can strike at the heart of trust and stability. Such moments often provoke powerful emotional reactions that lead to defensiveness, strained relationships, and resistance to change. Yet our findings reveal a more complex reality: betrayal can become a powerful catalyst for business model innovation. Rather than inherently damaging the family business, betrayal can disrupt entrenched routines, compel family business leaders to reassess priorities, and push family firms to explore new strategies, new practices, and innovative business models. The key to this innovation lies in reframing betrayal not as a threat, but as an opening for organizational learning, innovation, and growth. By acknowledging this dual nature, family firms can transform betrayal-induced adversity into momentum. Doing so enables them to navigate emotional familial responses with impassive business responses that drive innovation to restore the strength, resilience, and competitiveness of the family business in time.</p>\u0000 </section>\u0000 </div>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 6","pages":"993-1013"},"PeriodicalIF":12.0,"publicationDate":"2026-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.70010","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149206222","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Managing Innovation in the Entrepreneurial Family Galaxy: Toward a New Research Agenda","authors":"Emanuela Rondi,&nbsp;Alfredo De Massis,&nbsp;Francesco Chirico,&nbsp;Nadine Kammerlander,&nbsp;Luis R. Gomez-Mejia","doi":"10.1111/jpim.70060","DOIUrl":"https://doi.org/10.1111/jpim.70060","url":null,"abstract":"&lt;div&gt;\u0000 \u0000 \u0000 &lt;section&gt;\u0000 \u0000 &lt;h3&gt; Academic Summary&lt;/h3&gt;\u0000 \u0000 &lt;p&gt;Innovation management is central to the long-run competitiveness and renewal of entrepreneurial families, and prior research has documented how socioemotional wealth preservation, risk preferences, long-term orientation, and idiosyncratic endowments shape their innovative behavior. We welcomed contributions that deepened our understanding of how family involvement shapes innovation inputs, processes, and outcomes; moved beyond R&amp;D intensity and patenting; and extended the analysis to the diversity of actors, governance arrangements, and organizational forms through which entrepreneurial families innovate. The nine featured articles answer that call across multiple levels of analysis, from board and top management team composition, through succession and intra-family relational dynamics, to firms' embeddedness in local knowledge ecosystems. These studies show that the predominant unit of analysis remains the single operating firm, systematically underestimating the transgenerational and multientity character of innovation in entrepreneurial families that today operate across a multitude of firms, family offices, foundations, holding companies, academies, and trust companies. To organize these contributions and chart the next wave of research, in this article we draw on and extend the &lt;i&gt;entrepreneurial family galaxy&lt;/i&gt; perspective, combining its five dimensions (shape, mass, luminosity, distance from the center, and regeneration rate) with the input–process–outcome framework. Drawing on our examination, we have developed an agenda for future research on innovation in the entrepreneurial family galaxy.&lt;/p&gt;\u0000 &lt;/section&gt;\u0000 \u0000 &lt;section&gt;\u0000 \u0000 &lt;h3&gt; Managerial Summary&lt;/h3&gt;\u0000 \u0000 &lt;p&gt;Innovation management is decisive for the long-run competitiveness and renewal of entrepreneurial families that own and govern their businesses. Family firms, the dominant organizational form worldwide, generate a substantial share of global GDP and employment, so how they innovate matters not only to the firms themselves but also to society at large. Existing research and practice have accumulated a rich understanding of how families' emotional attachment to the business, risk preferences, long-term horizon, and unique resources drive or constrain innovation. Yet most current thinking still treats the family firm as an isolated entity, whereas today entrepreneurial families increasingly operate across a &lt;i&gt;galaxy&lt;/i&gt; of organizations—operating companies, family offices, philanthropic and artistic foundations, holding companies, new ventures, and trust companies—through which innovation emerges, evolves, and accumulates over generations. This work extends current understanding across multiple levels: how boards and top management teams shape innovation intentions, how succession redesign","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 6","pages":"847-866"},"PeriodicalIF":12.0,"publicationDate":"2026-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149206223","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Bridging Sustainability and Innovation in Family Firms: The Roles of Local Green Knowledge and Local Embeddedness","authors":"Josip Kotlar,&nbsp;Fernando Muñoz-Bullón,&nbsp;Maria J. Sanchez-Bueno","doi":"10.1111/jpim.12806","DOIUrl":"https://doi.org/10.1111/jpim.12806","url":null,"abstract":"<p>This article explores how family firms leverage environmental investments to drive innovation, proposing that their environmental efforts are more conducive to innovation compared to non-family firms. We also propose that family firms' ability to transform environmental investments into superior innovation performance is particularly pronounced when they have easier access to local external green knowledge and when they are more locally embedded. Analysis of 1698 companies over the 2009–2017 confirms our hypotheses. The results bridge two key research streams—family firms' sustainability and innovation—that have remained largely disconnected so far, highlighting the role of environmental strategies as a crucial factor in explaining whether and under which circumstances family firms become more innovative than non-family firms.</p>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 6","pages":"972-992"},"PeriodicalIF":12.0,"publicationDate":"2026-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.12806","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149205096","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"In the Pursuit of Innovation: The Role of Top Management Team Functional Diversity and Open Discussion in Family Firm Innovation Intentions","authors":"Marco Mismetti,&nbsp;Paola Rovelli,&nbsp;Cristina Bettinelli,&nbsp;Mara Bergamaschi","doi":"10.1111/jpim.12808","DOIUrl":"https://doi.org/10.1111/jpim.12808","url":null,"abstract":"&lt;div&gt;\u0000 \u0000 \u0000 &lt;section&gt;\u0000 \u0000 &lt;h3&gt; Academic Summary&lt;/h3&gt;\u0000 \u0000 &lt;p&gt;Interest in family firm innovation has increased in recent times, generating the assumption that family firms are less willing to innovate than nonfamily firms. We investigate firm innovation inputs by examining whether family firms differ from nonfamily counterparts regarding innovation intentions. We then adopt an upper echelons perspective to study whether the TMT functional diversity and open discussion explain the alleged lower intention to innovate of family firms. The analysis of survey data from 393 Italian firms reveals that family firms are less willing to innovate than nonfamily firms and that the TMT functional diversity partially mediates this result, meaning that family firms develop lower innovation intentions due to their lower TMT functional diversity compared to nonfamily firms. Focusing on family firms, we find that the relationship between TMT functional diversity and innovation intentions is positively moderated by TMT open discussion. Our study shows that TMT functional diversity and TMT open discussion are essential to stimulate family firms' innovation intention, contributing to the family business innovation literature, the debate on the ability-willingness paradox, and upper echelons research. Moreover, it provides practical implications by highlighting the importance of creating a functionally diverse TMT, while fostering open discussion among its members.&lt;/p&gt;\u0000 &lt;/section&gt;\u0000 \u0000 &lt;section&gt;\u0000 \u0000 &lt;h3&gt; Managerial Summary&lt;/h3&gt;\u0000 \u0000 &lt;p&gt;Our study highlights how family firms can overcome their lower intention to innovate compared to nonfamily firms. The analysis of survey data from 393 Italian firms highlights two key factors that help explain and address this gap: the functional diversity of the TMT and the presence of open discussion within the team. Our findings indicate that, because of their lower TMT functional diversity, family firms develop fewer intentions to innovate. Thus, family firms should invest at least as much as their nonfamily counterparts in TMT functional diversity. A practical way to do so is by promoting TMT appointment criteria to deliberately include individuals with varied functional backgrounds. However, diversity alone is not enough. An environment where TMT members feel encouraged to share doubts, opinions, and suggestions is essential to ensure that diverse knowledge is shared and used effectively. Together, these practices can significantly strengthen a family firm's intention to innovate. What is interesting about the implications of this study is that functional diversity and open discussion are not fixed traits; rather, they are strategic levers that leaders can shape over time to strategically refine and improve the attitudes toward innovation of their TMT and unlock ","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 6","pages":"891-909"},"PeriodicalIF":12.0,"publicationDate":"2026-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/jpim.12808","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149205290","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Connecting Socioemotional Wealth to Green Product Innovation: The Role of Absorptive Capacity","authors":"Jonathan Bauweraerts,&nbsp;Unai Arzubiaga,&nbsp;Vanessa Diaz-Moriana","doi":"10.1111/jpim.70011","DOIUrl":"https://doi.org/10.1111/jpim.70011","url":null,"abstract":"<div>\u0000 \u0000 \u0000 <section>\u0000 \u0000 <h3> Academic Summary</h3>\u0000 \u0000 <p>As one of the main drivers of sustainable development, green product innovation (GPI) has received increasing attention from academia. However, few works have investigated this issue in the family business context, none of which directly address the role of family owners' nonfinancial preferences on GPI. To extend our knowledge on this topic, this study builds on the socioemotional wealth (SEW) perspective to investigate how SEW affects GPI in family firms, while also considering the mediating role of absorptive capacity. Drawing on the FIBER conceptualization of SEW, we relate five SEW dimensions to potential/realized absorptive capacity and GPI. Our empirical analysis on a sample of 249 private family firms indicates that family firms' inclination toward GPI depends on the SEW dimensions that are valued by the owning family. Furthermore, potential and realized absorptive capacity mediate the relationship between four SEW dimensions (family control and influence, identification of family members, binding social ties, and renewal of family bonds) and GPI. Overall, this study demonstrates the importance of considering the interrelation between family and organizational factors to understand green product innovation heterogeneity in the family business context.</p>\u0000 </section>\u0000 \u0000 <section>\u0000 \u0000 <h3> Managerial Summary</h3>\u0000 \u0000 <p>This study explores how family owners' SEW preferences influence GPI through absorptive capacity. Our findings reveal that when family firms emphasize reputation, stakeholder trust, or continuity across generations, developing both potential and realized absorptive capacity is essential for driving GPI. To achieve this, we recommend that firms invest in cross-functional collaboration, form partnerships with universities or research institutions, and implement training programs that keep employees informed about emerging trends and technologies. These practices strengthen the firm's ability to identify, integrate, and apply external knowledge, translating it into effective green product innovation strategies. Additionally, we find that when family firms prioritize control, GPI practices must adapt to preserve family decision-making authority. Family-led innovation teams and collaboration with trusted external advisors can help firms absorb external knowledge while safeguarding family influence. Therefore, we advise family businesses to tailor their knowledge management and innovation strategies to their specific SEW priorities in order to foster GPI. For policymakers, these findings highlight concrete pathways to support family firms' roles in green innovation, contributing to broader policy initiatives such as the European Union's research and innovation agenda.</p>\u0000 </section>\u0000 </div>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 6","pages":"1034-1061"},"PeriodicalIF":12.0,"publicationDate":"2026-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149206118","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Women Directors and R&D Investment in Family Firms: The Mediating Role of Debt Financing","authors":"Francesco Paolone,&nbsp;Francesco Debellis,&nbsp;Hussain Muhammad,&nbsp;Stefania Migliori","doi":"10.1111/jpim.12799","DOIUrl":"https://doi.org/10.1111/jpim.12799","url":null,"abstract":"<div>\u0000 \u0000 <p>Although research examining the role of women directors in fostering innovation within family firms continues to expand, the mechanisms underlying their influence remain insufficiently understood. This study examines the mediating role of debt financing in the relationship between women directors and R&amp;D investment. Drawing on upper echelons theory and the socioemotional wealth perspective, we theorize that women directors' heightened risk aversion and long-term orientation lead family firms to adopt more conservative debt policies, thereby reducing financial constraints that typically discourage innovation. Using a longitudinal dataset of Italian listed family firms, we find that a greater proportion of women directors on the board is associated with lower levels of indebtedness, which in turn fosters increased investment in R&amp;D. By identifying debt financing as a critical mechanism linking board composition to innovation strategy, this study advances theoretical understanding of how women directors influence innovation within family firms.</p>\u0000 </div>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 6","pages":"910-928"},"PeriodicalIF":12.0,"publicationDate":"2026-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149206167","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Keep Family Business Innovating: Revisit the Relationship Between Succession and Innovation From Ownership Succession","authors":"Yuan Chen,&nbsp;Weize Huang,&nbsp;Hanqing Chevy Fang,&nbsp;Ling Chen","doi":"10.1111/jpim.12803","DOIUrl":"https://doi.org/10.1111/jpim.12803","url":null,"abstract":"<div>\u0000 \u0000 <p>This study examines how family owner-manager successors' ownership influences R&amp;D investment in family businesses. Drawing on the socioemotional wealth (SEW) perspective, we theorize that successors with higher family ownership prioritize extended SEW, leading to stronger R&amp;D investment, while those with lower family ownership prioritize restricted SEW, resulting in weaker R&amp;D investment. Additionally, we explore how family dynamics—specifically, the number of family directors and asymmetric salary favoring family members—moderate this relationship. Our findings enhance the understanding of successor heterogeneity and its impact on innovation, offering insights for succession planning that support the long-term sustainability of family businesses.</p>\u0000 </div>","PeriodicalId":16900,"journal":{"name":"Journal of Product Innovation Management","volume":"43 6","pages":"929-952"},"PeriodicalIF":12.0,"publicationDate":"2026-10-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"149206134","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}