Family members’ commitment to the firm and family business continuity: investigating the mediating role of family-to-firm identity fit and emotional attachment

Basly, Sami; Saunier, Paul-Laurent

doi:10.1080/08276331.2018.1551458

Cited by 27 publications

(21 citation statements)

References 61 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In the field of family business, the general finding in the literature is that family firms are more controlling than their non-family counterparts (Martin et al, 2016). Indeed, since many family-owned businesses view themselves as extensions of the family, they often prefer to control these businesses in their entirety (Basly & Saunier, 2019; Martin et al, 2016). Yet, it has been shown how certain traits pertinent to the culture of the family, such as the orientation towards decentralisation can favour the innovative behaviour of family firms (López-Fernández et al, 2016).…”

Section: Explanatory Variables—or the Required Conditions Of The Famimentioning

confidence: 99%

Family Businesses and Digital Entrepreneurship Adoption: A Conceptual Model

Basly

Hammouda²

2020

The Journal of Entrepreneurship

Self Cite

View full text Add to dashboard Cite

Despite the prevalence of family businesses around the world, research on their contribution to the digital economy is still needed. A primary appraisal of the characteristics of the family business and the features of digital entrepreneurship suggests that the two phenomena are conflicting. Indeed, the most common descriptions of family businesses convey the idea that they favour stability to change and slow evolutions to upheavals and disruptions. This article attempts to answer the question: How could family businesses embrace the values and overcome the hindrances to digital entrepreneurship? To this end, this article suggests a conceptual model of digital entrepreneurship adoption in family firms. Based on the socioemotional wealth logic, we first describe the main variables influencing digital entrepreneurship adoption and then analyse the moderating influence of family involvement in the firm on the relationships between these variables and digital entrepreneurship adoption. Theoretical contributions and practical insights are presented.

show abstract

Section: Explanatory Variables—or the Required Conditions Of The Famimentioning

confidence: 99%

Family Businesses and Digital Entrepreneurship Adoption: A Conceptual Model

Basly

Hammouda²

2020

The Journal of Entrepreneurship

Self Cite

View full text Add to dashboard Cite

show abstract

“…Family firms' strategic orientation is driven and supported by traditional learning mechanisms (e. g., learning curve) but is also tied to their desire to preserve the family-business relationship across generations. This intention facilitates the family's commitment (Basly and Saunier 2019), identity (Vincent Ponroy, Lê, and Pradies 2019), entrepreneurial spirit, corporate entrepreneurship (Basco, Calabrò, and Campopiano 2018), and psychological ownership (Elsbach and Pieper 2019), creating specific conditions for learning across generations.…”

Section: Market Domain Non-market Domain and Family Firm Survivalmentioning

confidence: 99%

The Combinations of Market and Non-Market Strategies That Facilitate Family Firm Survival

Basco

Rodríguez-Escudero

Cruz

et al. 2021

Entrepreneurship Research Journal

View full text Add to dashboard Cite

AbstractEven though family firms are characterized by an overlap between the family and business systems, family business research has focused separately on how family firms compete (i. e., strategic behavior) and how families are involved their firms (i. e., types of family orientation). With the aim of closing this research gap, we draw on the heterogeneity principle of family firms and the equifinality principle of the configurative approach to conjecture that family firms can successfully adjust their strategic behavior and family business orientation in a variety of ways to enhance their likelihood of survival. We follow a sample of Spanish family firms over an 11-year period (2004–2015) to test our model. Based on the Kaplan–Meier survival estimator and the Cox proportional hazard model, we find that survival likelihood is higher when firms combine a differentiation strategy with a business-first or a family-enterprise-first orientation or when firms follow a low-cost strategy with a family-first orientation.

show abstract

“…The level of proprietary control over the company is itself a source of a strong emotional return for the family and provides it with power and legitimacy in supporting decisions aimed at increasing the nonfinancial returns it derives from the company (Zellweger et al, 2012). The firm is perceived by the owning family as an extension of the family itself because of the tight links and strong sense of identification with the firm (Berrone et al, 2012;Basly and Saunier, 2020). As a matter of fact, there is evidence that the desire to maintain company control firmly in its hands implies that family businesses tend to be more levered than nonfamily firms (Gottardo and Moisello, 2018;Bacci et al, 2018) and, consistently, the desire to preserve the sense of identification leads family businesses to avoid opening up their equity to nonfamily investors (Romano et al, 2001).…”

Section: Socioemotional Wealth and Its Dimensionsmentioning

confidence: 99%

Family control and influence on JV investment – the moderating effect of JV type and IC components

Gavana

Gottardo

Moisello

2021

JIC

View full text Add to dashboard Cite

PurposeThis paper aims to investigate the effect of the nature of ownership and board characteristics on the investment choices in joint ventures (JVs) from the dimensional point of view, controlling for the effect of JV type and other components of intellectual capital.Design/methodology/approachThe authors study a sample of Italian, Spanish, German and French nonfinancial listed firms over the 2010–2018 period, controlling for the fixed effects of the company's sector of operation and the year. The authors also analyze the effect of family control and influence on JV investment size, taking into consideration certain board characteristics, the type of JV, human capital efficiency, structural capital efficiency and capital employed efficiency while also controlling for a firm's profitability and size. To test the hypotheses, GLS panel data was used.FindingsThe results indicate that the size of the investment in JVs is smaller for family firms than for nonfamily businesses. The presence of CEO duality has an opposing effect on the size of the investment in joint ventures as it has a lowering effect in family businesses while it exerts an amplifier influence in nonfamily businesses. Moreover, the type of joint venture has a significant effect for family firms: the choice of a link joint venture reduces the size of the investment. The authors find that human capital efficiency increases JV investment size for all firms.Originality/valueThis study is the first to analyze the effect of the main dimension of socioemotional wealth – family control and influence – on a firm's JV investment size. It controls for the effect of JV type – link or scale – and the interplay of the other IC components.

show abstract

Family members’ commitment to the firm and family business continuity: investigating the mediating role of family-to-firm identity fit and emotional attachment

Cited by 27 publications

References 61 publications

Family Businesses and Digital Entrepreneurship Adoption: A Conceptual Model

Family Businesses and Digital Entrepreneurship Adoption: A Conceptual Model

The Combinations of Market and Non-Market Strategies That Facilitate Family Firm Survival

Family control and influence on JV investment – the moderating effect of JV type and IC components

Contact Info

Product

Resources

About