Family Constitution and Business Performance: Moderating Factors

Arteaga, Rocío; Requejo, Susana Menéndez

doi:10.1177/0894486517732438

Cited by 75 publications

(66 citation statements)

References 72 publications

(131 reference statements)

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“…It is possible that their roles as independent advisors would be maximized if they are also committed to adopting constructive conflict management in the family business (Sanchez‐Famoso, Maseda, & Iturralde, ), even acting as peacemakers (Zhang, Bollen, Pei, & Euwema, ). Governance forums such as family councils and family constitutions are helpful to promote collaborative familiness and constructive conflict management in family firms (Alderson, ; Arteaga & Menéndez‐Requejo, ). Developing new abilities to constructively manage conflict in team members will report many benefits in terms of group performance and satisfaction (Sciascia et al., ).…”

Section: Discussionmentioning

confidence: 99%

“…In addition, studying constructive conflict management and its influence on reconciliation (e.g., between family members) may add new insights to the ongoing discussion on forgiveness in social identity theory (Waldkirch, 2015). More studies are also needed to explain how family composition contributes to constructive conflict management through clear rules to family members in the firm (Arteaga & Men endez-Requejo, 2017). One relevant question is: To what extent does consensus about rules and family values effectively trigger cooperative dialogue in family firms (Sorenson, Goodpaster, Hedberg, & Yu, 2009)?…”

Section: Limitations and Future Research Directionsmentioning

confidence: 99%

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Tracing the Roots of Constructive Conflict Management in Family Firms

Alvarado-Alvarez

Tremolosa

Parada

2019

Negotiation Conflict Man Res

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The overlap between family and business systems creates a particular bundle of resources, which is a specific familiness that may determine how family firms positively or negatively manage their conflicts. In this article, we review the current research on conflict management and family firms and suggest theoretical propositions about the influence of familiness in constructive conflict management in family firms. We propose that specific levels of structural, cognitive, and relational dimensions of familiness configure a specific arrangement of resources that we conceptualized as collaborative familiness, which enhances constructive conflict. We discuss the main implications of this conceptualization in terms of its theoretical contributions, further research, and practice.

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Section: Discussionmentioning

confidence: 99%

Section: Limitations and Future Research Directionsmentioning

confidence: 99%

Tracing the Roots of Constructive Conflict Management in Family Firms

Alvarado-Alvarez

Tremolosa

Parada

2019

Negotiation Conflict Man Res

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“…To the best of our knowledge, few papers have analysed how to manage family complexity through a family governance system, which is understood here as a complementary set of rules and institutions. Similarly, few papers have studied the impact of family governance on firm performance (Arteaga & Men endez-Requejo, 2017).…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

Family governance systems: the complementary role of constitutions and councils

González-Cruz

Clemente-Almendros

Puig-Denia

2021

Economic Research-Ekonomska Istraživanja

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“…In the case of a family foundation, the charter usually codifies the role of the founding family in the foundation and describes its rights and duties regarding the foundation and the firm. Therefore, the foundation charter shares some similarities with a family constitution, which is an important part of family governance (Suess, 2014) and aims to reduce the likelihood of the occurrence of family conflicts with potentially detrimental consequences (Arteaga & Menéndez-Requejo, 2017;Frank et al, 2011). The charter contains the name, registered office, purpose, assets, and organization of the foundation.…”

Section: Establishment Of a Foundation And Types Of Foundationsmentioning

confidence: 99%

Performance of foundation-owned firms in Germany: The role of foundation purpose, stock market listing, and family involvement

Block

Jarchow

Kammerlander

et al. 2020

Journal of Family Business Strategy

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To address succession issues, the owners of family firms increasingly transfer their equity to family and charitable foundations, thereby creating so-called foundation-owned firms. This form of succession has become increasingly common in various European countries. A small yet insightful stream of research has emerged comparing the performance of foundation-owned firms against the performance of nonfoundation-owned firms. Our study goes one step further and accounts for the heterogeneous nature of foundation-owned firms. We investigate the role of foundation purpose (family versus charitable foundation), stock market listing, and family involvement. Our results show that firms owned by a family foundation have better accounting performance than firms owned by a charitable foundation. We further find a performance-enhancing effect of family involvement in the firm's management or supervisory board. Contrary to our expectations, we did not observe significant performance differences between private and stock market-listed foundation-owned firms. Our study advances the emergent stream of the foundation-owned (family) firm literature by integrating research on foundation-owned firms with research on family firms. Furthermore, we contribute to the corporate governance literature on ownership effects and blockholder ownership. 2008). This form of succession is increasingly common in the DACH region 1 and in Scandinavian countries, leading to an increasing number of foundation-owned firms in those countries (Fleisch et al., 2018). As this article was written, several well-known firms, such as Aldi, Bosch, Carlsberg, and Ikea, were partially or fully owned by foundations. Some foundation-owned firms, such as those just listed, can still be classified as family firms as the family continues to influence the company's development. Often, the founding family is the ultimate claimant of the dividends of the foundation. In addition, despite having no direct equity ownership (anymore), the family is sometimes still involved in the management and control of the firm, leaving family members many opportunities to shape the firms' activities. A small but growing body of literature has emerged around the performance of foundation-owned firms, thereby mostly focusing on accounting performance. These studies examine the performance differences between foundation-owned firms and other types of firms

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Family Constitution and Business Performance: Moderating Factors

Cited by 75 publications

References 72 publications

Tracing the Roots of Constructive Conflict Management in Family Firms

Tracing the Roots of Constructive Conflict Management in Family Firms

Family governance systems: the complementary role of constitutions and councils

Performance of foundation-owned firms in Germany: The role of foundation purpose, stock market listing, and family involvement

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