Familiness and market orientation: A stakeholder approach

Tracing the Roots of Constructive Conflict Management in Family Firms

“…Third, this study scrutinizes collaboration in family firms from an internal group process viewpoint (Pearson et al., ); that is, we examine how internal resources of family firms can be transformed into positive outputs as constructive conflict management inside the organization. In contrast, other studies have explored the external perspective—how family firms collaborate with the external context to promote innovation (Feranita, Kotlar, & De Massis, ), market orientation (Cabrera‐Suárez, de la Cruz Déniz‐Déniz, & Martín‐Santana, ), and environmental sustainability (Le Breton‐Miller & Miller, ). Our paper is positioned within the current stream of research about goals in family firms, proposing that constructive conflict management contributes to the process in which divergent goals are transformed into positive outcomes across different organizational dimensions (Kotlar, Massis, Wright, & Frattini, ; Williams, Pieper, Kellermanns, & Astrachan, ).…”

Balancing natural environmental concerns of internal and external stakeholders in family and non-family businesses

“…Within the family business literature, numerous studies have urged researchers to use a stakeholder lens to shed light on the actions and performance of family firms (Bingham et al, 2011;Cabrera-Suarez, de la Cruz Deniz-Deniz, & Martin-Santana, 2011;Hart & Sharma, 2004;Litz, 1997;Stavrou, Kassinis, & Filotheou, 2007). This study responds to that challenge as we extend research by investigating the relationship between attentiveness to two key organizational stakeholders -namely, the firm's employees and the natural environment -and organizational performance within a sample of family and non-family firms.…”

“Whom do I want to be the next CEO?” Desirable successor attributes in family firms

“…Although our study focuses on private family firms whereas Bocatto's research focuses on listed firms, and different points of time are used to analyze the nominations (ex-ante in our study, ex-post in Bocatto et al's (2010) study), both studies draw a similar inference-that family attributes are deemphasized and experience and knowledge of working in the family firm emphasized as reasons for selecting a family member as the next CEO. The reasoning behind this contention is that, in the time between an incumbent's intention to nominate the next successor and the effective nomination, some internal and direct socialization processes take place (Fiegener et al 1996;García-Á lvarez et al 2002) to transfer the implicit knowledge (Cabrera-Suárez et al 2011) and to justify the selection of a family member instead of non-family member as successor.…”