Despite the growing interest in resilience in family business, the current literature overlooks the contribution of owners/managers in practicing resilience. We focus on the experiences and practices of owners/managers of family businesses, and apply phenomenography, an interpretive methodology, to capture variations in how owners/managers understand and practice resilience in longstanding Australian and Italian family wineries. The findings show that owners/managers’ resilience practices are determined by four qualitatively different understandings of resilience. Our understanding-based theory provides a novel interpretation of resilience in the family business field, challenging the rationalistic approach by demonstrating that resilience is not universal but multifarious, such that the owners/managers’ understanding of resilience determines how resilience is practiced.

尽管人们越来越关注家族企业的抵御能力，但当前的文献忽视了所有者/经理在实践抵御能力方面的贡献。我们专注于家族企业的所有者/管理者的经验和做法，并运用现象学（一种解释方法）来捕获所有者/管理者如何理解和实践长期存在的澳大利亚和意大利家族酿酒厂中的应变能力。调查结果表明，所有者/经理的弹性实践是由四种在质量上不同的弹性理解决定的。我们基于理解的理论为家族企业领域的弹性提供了新颖的诠释，通过证明弹性不是普遍的而是多种多样的，从而挑战了理性主义的方法，