Identifying Strategic Leadership Practices for Driving Innovation in Family-Owned Manufacturing Enterprises: A Multiple Case Study Approach

Abstract

Innovation in family-owned manufacturing firms remains a critical challenge due to legacy structures and risk-averse leadership cultures. This study employs a multiple case study methodology to identify strategic leadership practices that facilitate innovation in such settings. Based on interviews with 18 C-suite executives across six Iranian family-owned manufacturers, the analysis revealed five recurring strategic practices: intergenerational dialogue facilitation, delegation of innovation authority, external idea absorption, culture of experimentation, and adaptive vision-setting. The findings provide a nuanced view of how traditional leadership models evolve to support innovation, bridging generational gaps and competitive pressures.