Introduction to Volume 1

Astrachan, Joseph H.; Pieper, Torsten M.

doi:10.1016/j.jfbs.2010.02.002

Cited by 13 publications

(8 citation statements)

References 48 publications

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“…Therefore, this article provides initial evidence on how family governance is linked to business family identity and how this may influence one of the most central goals in family businesses -ensuring the continuity of the business and the safeguarding of the family legacy. Third, this article responds to recent calls for a more active integration of the family in family business research (Astrachan 2010;Dyer 2003;Uhlaner et al 2012;Zachary 2011;Zahra and Sharma 2004) and thus counteracts the predominant focus on the business perspective which bears the risk of fragmented, incomplete conclusions (Dyer 2003).…”

Section: Introductionmentioning

confidence: 93%

Understanding the transgenerational orientation of family businesses: the role of family governance and business family identity

Suess–Reyes

2016

J Bus Econ

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The development of a transgenerational orientation is one of the most significant challenges that family businesses face and only a small number actually survive across generations. While prior research has focused on the business unit to provide us with a solid understanding of how corporate governance affects business performance and continuity, the role of the business family in the development of a transgenerational orientation has received less attention. To address this gap, this article applies a new systems and social identity theory framework to examine how family governance and business family identity can contribute to strengthening the transgenerational orientation of the business. A transgenerational orientation is defined as a decision premise to maintain the family's control over the business across generations. Using a large data set, findings show that the presence of family governance measures and the business family's identity are positively related to a transgenerational orientation of the business, with business family identity acting as a mediator. Thus, the development of family governance measures can foster communication within the business family and enhance the family members' emotional investment in the business which strengthens the transgenerational orientation in the business.

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Section: Introductionmentioning

confidence: 93%

Understanding the transgenerational orientation of family businesses: the role of family governance and business family identity

Suess–Reyes

2016

J Bus Econ

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“…Corporate strategy is critical irrespective of the size of the organization or business (Brauer, 2006;Chang et al, 2000), given family firms' long-time horizon and the need to occasionally expand or re-focus the portfolio of activities within a changing environment (Miller et al, 2005;Sharma et al, 2005). Family involvement in corporate strategy is thus about the extent to which the owning family members are involved in evaluating changes in the composition of businesses that constitutes the family firm (Astrachan, 2010;Gomez-Mejia et al, 2010).…”

Section: Family Involvement In Strategic Management Processesmentioning

confidence: 99%

Knowledge Resources and Performance:the Moderating Role of Family Involvement in Strategy Making

Naldi

Nordqvist

Zellweger

2011

AMPROC

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According to the resource based view (RBV), knowledge resources can be sources of competitive advantage. Yet, performance also depends on how these resources are managed and leveraged in strategy processes. We investigate how the effect of knowledge resources on performance is moderated by the involvement of the firm's owner family in both business level and corporate level strategy. We find that family involvement in business strategy enhances the performance implications of knowledge resources, while family involvement in corporate strategy has negative performance implications for the usage of these resources.This study sheds new light on the potential benefits and drawbacks of family involvement in strategy processes and offers both theoretical and practical implications.

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“…Concretamente, los investigadores los han sintetizado en dos elementos, participación y esencia de la familia (Chrisman et CAPÍTULO al., 2005;Astrachan, 2010). Algunos estudios muestran que la participación y la esencia influyen en los procesos organizativos de la empresa, afectando a las dinámicas familiares, en la búsqueda de cohesión familiar y longevidad de la empresa familiar (Astrachan y Pieper, 2010). Igualmente, se ha mostrado que ambos elementos juegan un papel importante en la definición de la estrategia y su implementación (Hall et al, 2006).…”

Section: Capacidades Dinámicasunclassified

“…Algunos estudios muestran que la participación y la esencia influyen en los procesos organizacionales de la empresa familiar, afectando las dinámicas familiares, por ejemplo, a través del compromiso y la confianza (Smith et al, 2014) y en la búsqueda de cohesión familiar y longevidad de la empresa familiar (Astrachan y Pieper, 2010). Igualmente, se ha demostrado que ambos enfoques -participación y esencia -juegan un papel importante en la definición de la estrategia y su implementación (Hall et al, 2006;Lindow et al, 2010).…”

Section: Introductionunclassified

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Efectos de la participación y esencia de la familia en la empresa: un análisis en la empresa familiar desde el enfoque de capacidades dinámicas

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Introduction to Volume 1

Cited by 13 publications

References 48 publications

Understanding the transgenerational orientation of family businesses: the role of family governance and business family identity

Understanding the transgenerational orientation of family businesses: the role of family governance and business family identity

Knowledge Resources and Performance:the Moderating Role of Family Involvement in Strategy Making

Efectos de la participación y esencia de la familia en la empresa: un análisis en la empresa familiar desde el enfoque de capacidades dinámicas

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