Abstract
This dissertation endeavors to understand the impact of multiple strategic orientations on the performance of the micro family business in developing economy settings in three distinct phases. First, we raised a question whether family micro-entrepreneurs gain performance benefits by developing simultaneously high levels of entrepreneurial-oriented and market-oriented activities. We also investigated whether these complementary strategic orientations on performance are rewarded by cultivating high levels of firm social capital in the form of business and social network ties. In addition, we raised a question how family fits together in the context of multiple strategic orientations to achieve superior performance. The initial study, therefore, yielded a rich research theme related to family business in the context of institutionally constrained environment. We have shown that micro family businesses do maximize their business performance by investing on higher levels of entrepreneurial and market orientation. Furthermore, firm socialization process with their external business entities increase the performance benefits by combined effects of entrepreneurial and market orientations in an emerging market setting. Contrary to conventional wisdom, the study revealed that business profitability increases when both orientations are high but only when family involvement is low. This result yielded important insights into the role of family influence in shaping firm strategic behaviors to achieve better performance. The subsequent study, therefore, reviews and revealed the dark and bright side of the family in combination with entrepreneurial and market orientation behaviors and its consequent impact on performance. The final quantitative study contradicts previous research finding revealing the importance of family-based capabilities in supporting risk-taking behaviors to increase family wealth in an emerging market setting.