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Achieving flexibility in the resource orchestration of family-owned real estate firms under conditions of uncertainty
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DOI：10.1108/jfbm-12-2025-0361.png)
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Abstract
En 中文
<jats:sec>
<jats:title>Purpose</jats:title>
<jats:p>This study explains how managers in family-owned real estate firms achieve flexibility in orchestrating their resources under conditions of uncertainty.</jats:p>
</jats:sec>
<jats:sec>
<jats:title>Design/methodology/approach</jats:title>
<jats:p>This paper draws on a single-case design, utilizing 21 interviews with top managers and archival material from 18 Swedish family-owned real estate firms to capture how the phenomenon of resource orchestration (RO) unfolds under uncertainty.</jats:p>
</jats:sec>
<jats:sec>
<jats:title>Findings</jats:title>
<jats:p>The results reveal how the family phenomenon can be understood as a key driver of the family firm’s RO mechanisms, shaping the RO activities of its managers.</jats:p>
</jats:sec>
<jats:sec>
<jats:title>Originality/value</jats:title>
<jats:p>Three distinct RO configurations of family firm managers are identified: (1) flexible network structuring, (2) incremental flexibility and stakeholder-focused bundling and (3) cautious and societal flexible leveraging. These configurations explain how the family dimension enables the manager’s RO flexibility under conditions of uncertainty.</jats:p>
</jats:sec>
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