This study examines to what extent different types of CEOs in family firms influence external and internal stakeholder-related CSP as compared to CEOs in nonfamily firms. Linking family CEO and nonfamily CEO with CSR outcomes, we provide evidence that family CEOs are positively associated with both external and internal CSR, whereas nonfamily CEOs within family firms tend to be negatively associated with both external and internal CSR. We show that the incumbent CEO's age moderates the above relationships, indicating the existence of shifting family priorities and suggesting a tendency toward CSR conformity as the salience of succession concerns increases.

How can servant leadership focused primarily on developing employees help them to become more ethical and prosocial, and to achieve positive results reaching beyond mere compliance with their tasks? More specifically, we propose that servant leadership may influence employees to engage in positive deviant behavior (PDB), meaning non‐conforming behavior that is positive and ethical. Using self‐determination theory (SDT), our research examines the effect of perceived servant leadership on the adoption of PDB by employees, mediated by basic psychological needs satisfaction and intrinsic motivation. To this end, we conducted a quantitative study of 344 French employees’ answers to an online survey. Structural equation modeling results indicated that the relationship between perceived servant leadership and innovative PDB is strongly predicted by SDT. Intrinsic motivation mediates the relationship between perceived servant leadership, satisfaction of basic psychological needs, and innovative PDB. Several limitations and implications will be discussed.

Purpose -Strategic alliances have a low success rate despite the profusion of literature on this topic in the last 20 years. To understand the factors that determine performance of partnership relations, the purpose of this paper is to study the roles of control and the strength of interorganizational ties in businesses ability to manage strategic alliances. Design/methodology/approach -The authors have examined 10,377 partnership relations formed as part of strategic alliances to analyze the capacity of a business to manage its alliances. The authors built a structural equations model (PLS) based on observation of 4,242 alliances. Findings -This research identifies two determinants of the success of alliance management. First, the impact of weak ties and strong ties is identical when the business does not control the alliance. Second, weak ties are a more effective means than strong ties when a business controls the alliance. Originality/value -The main contribution of this study thus lies in our analysis of interorganizational relations and of their tangible impact on strategic trade-offs. The field of public procurement is particularly well-suited to evaluating this phenomenon, given the subtlety of alliances at play.

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La firme qui décide de se développer hors de son marché local est confrontée à plusieurs questions : Quel pays choisir ? Quel mode d’entrée faut-il utiliser ? Et à partir de quels critères, ces différents choix vont-t-il se faire ? Plusieurs théories de la firme se sont intéressées à ces questions et ont proposé un certain nombre de réponses. Ces théories de la firme ont cependant pour la plupart d’entre-elles une approche partielle du processus d’internationalisation et des critères de choix (du pays et du mode d’entrée) associés. A notre connaissance, seul le modèle Uppsala a apporté une réponse conjointe à ces questions et a développé ainsi une véritable théorie du processus d’internationalisation de la firme. Dans cet article introductif, notre objectif est double : il s’agit tout d’abord de faire un état du modèle Uppsala dans ses deux versions, initiale (1977) et amendée (2009). Ensuite, cet article vise à présenter les critiques et les réponses apportées d’une part pour le choix du pays cible, par l’approche « international new ventures », et d’autre part pour le choix du mode d’entrée, par les théories de la firme.