Family- versus Lone-Founder-Controlled Public Corporations: Social Identity Theory and Boards of Directors

Cannella, Albert A.; Jones, Chris; Withers, Michael C.

doi:10.5465/amj.2012.0045

Cited by 168 publications

(169 citation statements)

References 88 publications

Supporting

Mentioning

160

Contrasting

Unclassified

Order By: Relevance

“…Additionally, it can be found that views and orientations of outsiders and owners can strengthen the firm's board. As Cannella, Jones, and Whiters [84] have shown, firms may seek directors with prior experience at firms with similar identities that are mainly familial or entrepreneurial in nature. For practical implications, recommendations can be directed to family owners to seek directors that have a close identity with the organization [85], and who have the experience and power to counsel an otherwise entrenched family leader [86].…”

Section: Discussionmentioning

confidence: 99%

Effects of Family Ownership, Debt and Board Composition on Mexican Firms Performance

Martín-Reyna

Durán-Encalada

2015

IJFS

View full text Add to dashboard Cite

This study examines the relationship between ownership structure and performance of public firms in Mexico, considering debt and the structure of the board of directors as contextual and institutional factors. This research seeks to explain the mixed results about the relationship of ownership and performance presented by other relevant studies in family and non-family businesses, mainly in emerging countries. The results confirm the positive association between family ownership concentration and performance, calculated by Tobin's Q, showing how the participation of inside shareholders on the board and a low debt level contribute to higher performance. However, the association of these variables with performance shows a contrasting effect in the case of family as compared to non-family businesses. The particular corporate legal context in Mexico could be highlighted as one of the main reasons for these results.

show abstract

Section: Discussionmentioning

confidence: 99%

Effects of Family Ownership, Debt and Board Composition on Mexican Firms Performance

Martín-Reyna

Durán-Encalada

2015

IJFS

View full text Add to dashboard Cite

show abstract

“…For example, one study finds that CEO political ideologies influence the organization's likelihood of engaging in tax avoidance (Christensen, Dhaliwal, Boivie, & Graffin, 2015), noting that firms run by conservative CEOs are less likely than those run by liberal CEOs to engage in tax avoidance behaviors. Other work has also shown that CEOs appear to influence the organization via selecting board members who are demographically similar to themselves or who have previously worked with demographically similar individuals (Cannella, Jones, & Withers, 2015;Zhu & Westphal, 2014). The identity of the CEO is also thought to attract employees with similar ideological perspectives (Briscoe et al).…”

Section: Ceo Identitymentioning

confidence: 99%

Toward a Configurational Perspective on the CEO

Busenbark

Krause

Boivie

et al. 2015

Journal of Management

124

View full text Add to dashboard Cite

show abstract

“…Social identity theory, that was built on Festinger's (1954) social comparison theory, attempts to explain how groups of people categorize themselves leading to behaviors and in-groups within organizations as cited in (Cannella, Jones, & Withers, 2015). Tajfel and Turner developed their social identity theory in 1979 (O'Fallon & Butterfield, 2012).…”

Section: Social Identity Theorymentioning

confidence: 99%

Recruitment Strategies, Matrices, and Techniques Used in Hiring Veterans

Agard

2017

IJHRS

View full text Add to dashboard Cite

Successful transition to civilian employment is a challenge for veterans. The purpose of this single case study was to explore critical aspects of hiring managers' decision-making process and to understand how these strategies and techniques affect the hiring of veterans. Tajfel and Turner's social identity theory and Lewin's organizational change model formed the conceptual framework for the study. The participants for this study were 8 hiring managers from a midsized company in the Upper Hudson Valley Region, New York. Data were collected using semi-structured interviews. The data were analyzed and coded and 4 themes emerged: strategies used to fill open positions, specific recruitment and interview protocols, veterans' skills from military training, and lack of experience with hiring veterans. The study results may contribute to veteran's awareness of the skills that employers are seeking that veterans may be able to fulfill. The results of the study could create an opportunity for hiring managers to recognize that veterans represent a trained, ready-made talent pool. The social impact of the study could help hiring managers identify and design the required job description criteria to include the transferable skills of veterans.

show abstract

Family- versus Lone-Founder-Controlled Public Corporations: Social Identity Theory and Boards of Directors

Cited by 168 publications

References 88 publications

Effects of Family Ownership, Debt and Board Composition on Mexican Firms Performance

Effects of Family Ownership, Debt and Board Composition on Mexican Firms Performance

Toward a Configurational Perspective on the CEO

Recruitment Strategies, Matrices, and Techniques Used in Hiring Veterans

Contact Info

Product

Resources

About