Référence bibliographique 
Dawson, Alexandra. 2012. «Human Capital in Family Businesses: Focusing on the Individual Level ». Journal of Family Business Strategy, vol. 3, no 1, p. 3-11.
«The aim of this article is to complement our understanding of performance advantages of family businesses by focusing on the individual level of analysis. […] The core argument of this article is that there is more to family human capital than family members’ knowledge, skills and abilities. I argue that there is a further dimension to family human capital, relating to the attitudes of family members […]. It is thanks to this dimension that family businesses are often able to create and sustain a competitive advantage over non-family businesses.» (p. 3-4)
«[I]f the individual human capital of family businesses is often inferior to that of non-family businesses, how can it lead to superior social capital and, ultimately, to the systemic synergies, or distinctive familiness, which are associated with competitive advantage for the family firm […]?» (p. 4)
L’auteure utilise des données documentaires diverses.
Type de traitement des données :
«Successful family businesses are often characterized by distinctive characteristics and strategies […], which are due to family involvement in ownership, governance and management […]. Several scholars have directed their attention to the distinct social capital of family businesses. This article has focused on the under-researched individual level, by arguing that family businesses also benefit from their human capital and that, without individuals, there can be no social aspect. The knowledge, skills and abilities of family members (head and hand) may be inferior to those of nonfamily members, with the exception of family members’ tacit knowledge that is specific to the firm, its history and objectives. However, family businesses frequently benefit from a third dimension of human capital, relating to what has been termed here as heart. Such advantage is exemplified by family members’ enhanced willingness to exhibit productive behavior. Greater interest alignment can lead to the creation of competitive advantage, which can be sustained through isolating mechanisms based on inimitability or adaptability, depending on the nature of the competitive environment.» (p. 9)