scholarly journals Shared Identity, Family Influence, and the Transgenerational Intentions in Family Firms

2019 ◽  
Vol 11 (4) ◽  
pp. 1130 ◽  
Author(s):  
Raj Mahto ◽  
Jiun-Shiu Chen ◽  
William McDowell ◽  
Saurabh Ahluwalia
Keyword(s):  
Succession Planning ◽  
Family Firms ◽  
Psychological Ownership ◽  
Family Influence ◽  
American Family ◽  
Next Generation ◽  
Shared Identity ◽  
The Family ◽  
The Relationship ◽  
Primary Predictor

A family’s transgenerational intention (TI) to pass ownership of the firm to the next generation of family members is the defining characteristic of a family. TI reflects a family’s intention to engage in succession planning, which is the primary predictor for succession success. In this study, we draw on psychological ownership theory to develop and test a model of a family’s TI. In the model, we argue that family influence impacts TI through shared identity. We also argue that a family firm CEO’s relationship to the family (by blood vs. marriage vs. hire) moderates the relationship between shared identity and TI. We tested our hypotheses and the model on a sample of North American family firms and found support for most hypotheses.

Strategic Behavior in Family Firms

2022 ◽  
pp. 974-996
Author(s):  
Ismael Barros ◽  
Juan Hernangómez ◽  
Natalia Martín Cruz
Keyword(s):  
Knowledge Management ◽  
Strategic Behavior ◽  
Family Firms ◽  
Family Influence ◽  
Organizational Routines ◽  
Business Operations ◽  
Management Processes ◽  
The Family ◽  
Prior Literature ◽  
The Relationship

Previous research emphasizes that the participation of the family in business operations is the source of resources and capabilities that conditions the strategic behavior of the family firm. This influence has been recognized as “familiness.” However, this definition is contextualized from static reasoning that ignores the effect of family dynamics on the behavior and value generation of the family-owned business. Prior literature has recognized that the family influence has a dynamic character based on the idiosyncratic process of knowledge management that manifests itself in the company, dynamic familiness. This family capability is shaped by family organizational routines through the family influence and aims to increase its knowledge portfolios for the strategic use of its resources. This chapter addresses the relationship between family influence and the process of learning and knowledge management. The analysis of this relationship allows assessing how family influence can promote the generation of family organizational routines based on knowledge management processes.

Strategic Behavior in Family Firms

2019 ◽  
pp. 348-370
Author(s):  
Ismael Barros ◽  
Juan Hernangómez ◽  
Natalia Martín Cruz
Keyword(s):  
Knowledge Management ◽  
Strategic Behavior ◽  
Family Firms ◽  
Family Influence ◽  
Organizational Routines ◽  
Business Operations ◽  
Management Processes ◽  
The Family ◽  
Prior Literature ◽  
The Relationship

Previous research emphasizes that the participation of the family in business operations is the source of resources and capabilities that conditions the strategic behavior of the family firm. This influence has been recognized as “familiness.” However, this definition is contextualized from static reasoning that ignores the effect of family dynamics on the behavior and value generation of the family-owned business. Prior literature has recognized that the family influence has a dynamic character based on the idiosyncratic process of knowledge management that manifests itself in the company, dynamic familiness. This family capability is shaped by family organizational routines through the family influence and aims to increase its knowledge portfolios for the strategic use of its resources. This chapter addresses the relationship between family influence and the process of learning and knowledge management. The analysis of this relationship allows assessing how family influence can promote the generation of family organizational routines based on knowledge management processes.

Family Firms, Social Responsibility, and Non-Family Member Employees Identification

Think India ◽  
2013 ◽  
Vol 16 (3) ◽  
pp. 10-19
Author(s):  
Ang Bao
Keyword(s):  
Resource Allocation ◽  
Social Responsibility ◽  
Family Member ◽  
Program Implementation ◽  
Social Identity Theory ◽  
Family Firms ◽  
The Family ◽  
Corporate Social ◽  
The Relationship ◽  
Csr Engagement

The objective of this paper is to find the relationship between family firms’ CSR engagement and their non-family member employees’ organisational identification. Drawing upon the existing literature on social identity theory, corporate social responsibility and family firms, the author proposes that family firms engage actively in CSR programs in a balanced manner to increase non-family member employees’ organisational identification. The findings of the research suggest that by developing and implementing balanced CSR programs, and actively getting engaged in CSR activities, family firms may help their non-family member employees better identify themselves with the firms. The article points out that due to unbalanced CSR resource allocation, family firms face the problem of inefficient CSR program implementation, and are suggested to switch alternatively to an improved scheme. Family firms may be advised to take corresponding steps to select right employees, communicate better with non-family member employees, use resources better and handle firms’ succession problems efficiently. The paper extends employees’ identification and CSR research into the family firm research domain and points out some drawbacks in family firms’ CSR resource allocation while formerly were seldom noticed.

Uncertainty and the Family Corporation

1976 ◽  
Vol 4 (2) ◽  
pp. 60-67 ◽  
Author(s):  
Robert C. Dailey ◽  
Thomas E. Reushling ◽  
Richard F. De Mong
Keyword(s):  
Family Firms ◽  
American Family ◽  
Complex Problems ◽  
The Family ◽  
Publicly Owned ◽  
Senior Officers

American family-owned corporations today are confronted by many complex problems but interviews conducted with founders and senior officers in a number of such enterprises indicate that family firms enjoy some unique competitive strengths not shared by publicly owned firms. In this paper the authors discuss both the strengths and the weaknesses associated with this form of ownership and suggests ways in which management can overcome many of the current pressures and uncertainties in order to ensure the survival of the enterprise.

scholarly journals Hierarchical Dyadic Congruence in Family Firms: The Interplay of Supervisor and Supervisee Socioemotional Wealth Importance and Familial Status

2018 ◽  
Vol 43 (2) ◽  
pp. 322-329 ◽  
Author(s):  
Giovanna Campopiano ◽  
Emanuela Rondi
Keyword(s):  
Social Exchange ◽  
Family Business ◽  
Theoretical Basis ◽  
Family Firms ◽  
Socioemotional Wealth ◽  
Organization Behavior ◽  
Fine Grained ◽  
The Family ◽  
And Performance ◽  
The Relationship

We extend McLarty, Vardaman, and Barnett’s analysis of how family firm supervisor attributes, in terms of familial status and socioemotional wealth importance, affect supervisee performance by considering the supervisee attributes. We further integrate the concept of restricted and generalized social exchange to provide a theoretical basis for how hierarchical dyadic (in)congruence moderates the relationship between supervisee commitment and performance. By providing a more fine-grained conceptualization, we contribute to the family business literature at its organization behavior interface.

The family’s effect on knowledge sharing in family firms

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Isabel C. Botero ◽  
Ascensión Barroso Martínez ◽  
Galván Sanguino ◽  
Juliana Binhote
Keyword(s):  
Knowledge Sharing ◽  
Family Firms ◽  
Family System ◽  
Intergenerational Relationships ◽  
Family Characteristics ◽  
Content Type ◽  
The Family ◽  
Survey Responses ◽  
Family Leadership ◽  
The Relationship

Purpose The purpose of this study was to understand how the family system plays a role in knowledge sharing (KS) within family firms. The authors argue that the family’s influence can occur through two routes. An external route in which the family affects the culture of the organization and through an internal route in which family leadership within the firm affects the practices and behaviors within the business. Design/methodology/approach Data for this project came from the survey responses of 93 Spanish family firms. Findings The findings expand previous understanding about KS in family firms by outlining the two routes through which the family can have positive effect on KS within family firms. Results show that family system characteristics (i.e. next-generation commitment, family trust and intergenerational relationships) affect KS through their impact on the participative culture of a family firm. Additionally, when a family has been in control of the business for more generations, they place higher importance on family legacy and continuity, which is likely to strengthen the relationship between participative culture and KS in family firms. Originality/value Given the important role that the family system plays within the family business, this paper explored how family characteristics can influence KS in family firms. The authors contribute to the literature by highlighting the importance that the owning family can have in creating an environment that can facilitate KS in family firms.

scholarly journals An Intergeneration Solidarity Perspective on Succession Intentions in Family Firms

2020 ◽  
pp. 104225872095638
Author(s):  
Daniela Gimenez-Jimenez ◽  
Linda F. Edelman ◽  
Tommaso Minola ◽  
Andrea Calabrò ◽  
Lucio Cassia
Keyword(s):  
Family Business ◽  
Affective Commitment ◽  
Family Firms ◽  
Social Institution ◽  
Theory And Practice ◽  
Intergenerational Solidarity ◽  
Entrepreneurial Spirit ◽  
The Family ◽  
Global University ◽  
The Relationship

In enterprising families, the family, as a social institution, is the foundation of the family business. However, in enterprising families, intergenerational succession remains problematic. Using intergenerational solidarity theory, and data from the 2013 Global University Entrepreneurial Spirit Students Survey (GUESSS; N = 18,576), our findings indicate that affective commitment partially mediates the relationship between family business exposure and offspring’s succession intentions. We also find that this relationship is stronger for sons than for daughters, while birth order has no effect. Implications for theory and practice are discussed.

scholarly journals Family Involvement in the Firm and Exports in the Family SME: Is the Manager’s International Orientation Influential?

2015 ◽  
Vol 7 (3) ◽  
pp. 69-99 ◽  
Author(s):  
Sami Basly
Keyword(s):  
Family Involvement ◽  
Family Firms ◽  
Positive Influence ◽  
International Orientation ◽  
The Family ◽  
Sample Data ◽  
Family Smes ◽  
Family Involvement In Management ◽  
The Relationship

AbstractDoes the family involvement affect exports in the family firm? The literature seems to support this view even if the direction and magnitude of this impact remains controversial. Drawing on the perspectives of agency [Chrisman et al. 2004; Schulze et al. 2001] and stewardship as applied to family firms [Davis, Schoorman and Donaldson 1997] and also on socio-emotional wealth perspective [Gómez-Mejía et al. 2007], this study seeks to contribute to this debate by studying the influence of family involvement on the SME exports intensity. To reconcile the divergent views, our research attempts to assess the role of the manager’s international orientation as a variable moderating the relationship between family involvement and exports in SMEs. Based on a hypothetical-deductive approach, the study uses a sample data of 125 family SMEs obtained through a questionnaire. The results show that even if the positive influence of the manager’s international orientation is corroborated, its moderating role seems to be limited to only one facet of the construct of family involvement i.e. involvement in management. Moreover, owning-family involvement in management seems to negatively influence exports while some results argue for a positive effect of the family involvement in ownership on exports.

scholarly journals ABSORPTIVE CAPACITY: AN ANALYSIS IN THE CONTEXT OF BRAZILIAN FAMILY FIRMS

2017 ◽  
Vol 18 (1) ◽  
pp. 174-204 ◽  
Author(s):  
GLORIA CHARÃO FERREIRA ◽  
JOÃO JOSÉ MATOS FERREIRA
Keyword(s):  
Absorptive Capacity ◽  
Structural Equation ◽  
Family Firms ◽  
Relevant Information ◽  
Innovation Performance ◽  
Equation Modeling ◽  
Generational Diversity ◽  
The Family ◽  
Methodological Aspects ◽  
The Relationship

ABSTRACT Purpose: The purpose of this study is to analyze the capacity of family firms to absorb relevant information from their surrounding environments, and incorporate it in their innovative activities. The study also seeks to improve our understanding if, and in what ways, the generational diversity in firm's management is an important resource. Originality/gap/relevance/implications: In spite of the relevance of this matter, few scholars have explored the relationship between absorptive capacity (Acap) and family firms. On the other hand, the economic importance of these firms is reported, for example, in Leone (2005) and Machado, Grzybovski, Teixeira and Silva (2013), authors reporting that approximately 90% of Brazilian firms are controlled by families, being the fastest-growing business segment. Key methodological aspects: The sample consists of 241 family firms. The SmartPLS software is used for structural equation modeling. Summary of key results: The results show that Acap is an important predictor for the innovation performance of family firms. Contrary to expectation, the involvement of several generations in the management of the family firms is not a significant moderator between ACAP and innovation performance. Key considerations/conclusions: This study fills an important gap in the research on family firms, once, by taking into consideration the generational diversity in the management of these firms, its results deepen our understanding of the essential features of a family business, and analyze the innovation in an intergenerational perspective.

Entrepreneurial Risk Taking of Private Family Firms

2012 ◽  
Vol 26 (2) ◽  
pp. 161-179 ◽  
Author(s):  
Jolien Huybrechts ◽  
Wim Voordeckers ◽  
Nadine Lybaert
Keyword(s):  
Risk Taking ◽  
Family Firms ◽  
Empirical Support ◽  
Positive Influence ◽  
Psychological Ownership ◽  
Ceo Tenure ◽  
New Findings ◽  
The Family ◽  
Risk Taking Behavior

This article aims to increase our understanding of family firms’ entrepreneurial risk-taking behavior by looking at the differences between family and nonfamily firms and by studying variations among family firms. We find empirical support for a positive influence of a nonfamily CEO on the family firm’s level of entrepreneurial risk taking during the initial years of his or her CEO tenure and a leveling out of entrepreneurial risk taking as the CEO tenure of the nonfamily CEO is extended. We build on the concept of psychological ownership to explain these new findings.

Sign in / Sign up

Export Citation Format

Share Document