Founder centrality effects on the Mexican family firm’s top management group: firm culture, strategic vision and goals, and firm performance

Athanassiou, Nicholas; Crittenden, William F.; Kelly, Louise; Márquez, Pedro

doi:10.1016/s1090-9516(02)00073-1

Cited by 111 publications

(72 citation statements)

References 47 publications

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“…The findings confirm the theory which states that in the presence of strategic management there is a favorable level of competitiveness, and thus, an optimal organizational performance (Athanassiou et al, 2002;Harris et al, 1994;Upton et al, 2001). …”

Section: Discussionsupporting

confidence: 87%

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Strategic Management in the Relationship between Competitiveness and Organizational Performance in MSMES of the Service Sector in Mexico

Guerrero¹,

González²,

Vazquez³

2017

IJBM

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The objective of this research is to analyze the influence of strategic management on competitiveness and organizational performance, an issue that is present in micro, small and medium-sized enterprises in the food and beverage preparation industry of the service sector. The study sample was of 200 Mexican organizations from Ciudad Obregón, Sonora. The results indicated that strategic management has a positive, direct and significant effect on competitiveness. The results that were obtained by means of linear regression analysis make it possible to assert that the interaction between both variables (strategic management and competitiveness) establishes significant differences in the levels of organizational performance. It was concluded that the enhancement of strategic management contributes to the increase in organizational performance. Therefore, a joint intervention must take place on strategic management and competitiveness.

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Section: Discussionsupporting

confidence: 87%

“…Athanassiou et al (2002), in a study performed with 42 Mexican companies and 201 managers, these authors found significant relationships among the group's strategic behavior and the companies' founders.…”

Section: Strategic Managementmentioning

confidence: 93%

Strategic Management in the Relationship between Competitiveness and Organizational Performance in MSMES of the Service Sector in Mexico

Guerrero¹,

González²,

Vazquez³

2017

IJBM

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“…Another aim of the questionnaire was to test the pertinence of the KM guideline presented above by applying it to three different organizations taken from our sample. The questionnaire The survey was conducted in August 2011 and the response rate was of 30%, slightly more than what is usually found in research using a survey methodology (e.g., Athanassiou et al, 2002;Corso et al, 2006;Salojärvi et al, 2005, Baquero andSchulte, 2007). 3 questionnaires were rejected as they were returned incomplete or respondents were no more working in South America.…”

Section: Methodsologymentioning

confidence: 99%

An Empirical and Modeling Approach to Knowledge Management Practices in South American Organizations

Matzkin-Jakubowicz¹,

Berrelleza-Rendón²

2012

New Research on Knowledge Management Applications and Lesson Learned

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“…There is evidence that they are more likely to dismiss top executives when outcome variation grows (GomezMejia et al, 2001), as they pursue long-term survival rather than the maximization of profitabil-ity or market returns (Athanassiou et al, 2002). Family companies present a long-term orientation, as their desire is to transfer a healthy business to future generations.…”

Section: Theoretical Framework and Literature Reviewmentioning

confidence: 99%

Family firms, risk-taking and financial distress

Gottardo

Moisello

2017

Problems and Perspectives in Management

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The authors investigate the question of which qualitative characteristics are likely to explain the survival of family firms in case of financial distress and whether these variables improve the explanatory power of quantitative variables in clarifying the different probability of distress between family and non-family firms. They focus their attention on the impact of the controlling owner and, using the Socioemotional Wealth theory (SEW), study the role of the family involvement in mitigating or accentuating the likelihood of distress. Using a dataset of 1,137 Italian family and non-family firms during 2004-2013, the authors found that family firms are significantly less likely to incur distress than non-family firms. The board dimension and the number of family members on board affect the probability of distress even controlling for some firm risk characteristics such as beta and ROA volatility, and there is also evidence of a gender mitigating effect in case of a female CEO.

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Founder centrality effects on the Mexican family firm’s top management group: firm culture, strategic vision and goals, and firm performance

Cited by 111 publications

References 47 publications

Strategic Management in the Relationship between Competitiveness and Organizational Performance in MSMES of the Service Sector in Mexico

Strategic Management in the Relationship between Competitiveness and Organizational Performance in MSMES of the Service Sector in Mexico

An Empirical and Modeling Approach to Knowledge Management Practices in South American Organizations

Family firms, risk-taking and financial distress

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