Nawar Muneer J. Algthami, Nazimah Hussin,
Volume 34, Issue 1 (3-2023)
Abstract
The problem of family businesses in Saudi Arabia is noteworthy due to the large scope of family enterprises in Arab countries. Most organizations established in the Arab world are either state-owned or family owned. Many of these companies were formed by forefathering merchant families that dealt in vital ports along the Gulf and Red Sea coastlines. The current study's primary aim was to determine the challenges and benefits of family business success in Saudi Arabia. The purpose is to discover relevant literature on this critical issue to understand the barriers to the growing family businesses in Saudi Arabia and the potential advantages of family enterprises to the country's economy. The current study used the PRISMA statement 2020 to include and exclude records from the well-known databases Scopus and Web of Science to include high-quality documents. Additionally, the documents were examined via content analysis to determine the classifications of the study. VOS Viewer software analyzes the published literature' content—data clusters created on the text established to group the related ideas. The results indicate that three main themes were identified during the key term's occurrence research: entrepreneurship, family business, and performance. The findings of the study shows that family businesses are an essential aspect of the Saudi economy, contributing heavily to it. Such firms have lately received attention because of their critical role and contribution to job creation and employment, as well as the promotion and encouragement of entrepreneurship in their operations. Furthermore, results showed that it is commonly accepted that the involvement of a family in the business differentiates the family business. It is recommended that family companies be distinguished by their behaviour, which is based on the firm's objective, vision, and mission.
Hossein Mohebbi, Zahra Abbasi Meybodi,
Volume 37, Issue 2 (6-2026)
Abstract
Customer value creation is a critical determinant of organizational success and competitiveness in emerging industries. This study evaluates the efficiency of the customer value creation process in 33 small and medium-sized enterprises (SMEs) in the tile and ceramic industry, with a focus on the interaction between strategic entrepreneurship and organizational innovation capabilities. To achieve this, a two-stage network data envelopment analysis (NDEA) integrated with cooperative game theory is developed, providing a rational framework to resolve potential conflicts between different stages of value creation. In the first stage, strategic entrepreneurship components are considered as input factors, while in the second stage, organizational innovation capabilities act as intermediate variables driving final customer value creation. The analysis is conducted under variable returns to scale, accounting for surplus inputs and outputs. Results indicate that the main inefficiencies originate in the second stage, where weak transformation of innovation capabilities into tangible customer value has a stronger negative impact than deficiencies in entrepreneurial activities. Enhancing the synergy between opportunity identification and innovation utilization offers practical implications for improving SME competitiveness and operational performance. By addressing a research gap in which strategic entrepreneurship and innovation capability are rarely integrated within a unified efficiency framework, this study introduces a novel two-stage analytical approach that can be applied to value creation analysis in emerging industries
