1,721,040 research outputs found
The Influence of Family Social Capital on both Formal and Informal Family Governance Mechanisms: the Moderating Role of Relationship Conflict
No full textThis study aims to uncover the influence of family social capital on the presence of both formal and informal family governance mechanisms, while taking into account the moderating role of relationship conflict. This way, we address the gap in family firm literature related to scarce evidence of relational determinants of family governance mechanisms. Such relational drivers are crucial within a family firm context as relational dynamics have a vital impact on family firm governance. To test our moderation model, we will collect data from a randomly selected stratified sample of private family SMEs through a large-scale survey. Our main contribution is related to further unraveling the determinants of family governance mechanisms, while taking into account heterogeneity within such determinants
Relational determinants of family governance mechanisms in private family businesses
No full textRESEARCH PURPOSE ❖ Family governance mechanisms (FGM) are crucial for the success and continuity of family firms (FF) ❖ No one-size-fits-all structure: formality, frequency & quantity according to family firm heterogeneity (FFH) ❖ Only 45% of FF have implemented FGM, of which only ±50% are satisfied, due to lack of specific guidance ❖ Strong family relationships → longevity & success → strained family relationships → conflict & frustration → negative performance implications ➔ FGM to strengthen these relations ❖ Although FGM focus on these relationships, few studies on soft, relational family dynamics as determinants of FGM as opposed to hard, quantitative antecedents → Why do family businesses decide to implement FGM on a relational level
Strategic changes in family firms: The role of socioemotional wealth, long-term orientation and TMT size
No full textStrategic changes in family firms: the role of socioemotional wealth, long-term orientation and TMT size
No full textStrategic changes in family firms: the role of socioemotional wealth, long-term orientation and TMT size
No full textStrategic changes in family firms: The role of socioemotional wealth, long-term orientation and TMT size
No full textThe Influence of Family Social Capital on both Formal and Informal Family Governance Mechanisms: the Moderating Role of Relationship Conflict
No full textThis study aims to uncover the influence of family social capital on the presence of both formal and informal family governance mechanisms, while taking into account the moderating role of relationship conflict. This way, we address the gap in family firm literature related to scarce evidence of relational determinants of family governance mechanisms. Such relational drivers are crucial within a family firm context as relational dynamics have a vital impact on family firm governance. To test our moderation model, we will collect data from a randomly selected stratified sample of private family SMEs through a large-scale survey. Our main contribution is related to further unraveling the determinants of family governance mechanisms, while taking into account heterogeneity within such determinants
Family Owner–Nonfamily CEO Relational Practices Shaping CEO Succession: Handling Equivocality and Relational Balancing
No full textThis study focuses on family owner-nonfamily CEO relational practices and what these relational practices constrain and potentiate in family firm CEO succession. Our main contribution is developing a constructionist relational practice perspective and approach as an alternative to the entitative view that dominates the family business literature. We illustrate the relational practice perspective through our dialogically structured inquiries with family owners and nonfamily CEOs. We co-develop practical wisdom on how family owner-nonfamily CEO relational practices can construct stuckness in organizing or, conversely, open up new possibilities to go on depending on (i) the way the family owner and nonfamily CEO "handle" equivocality and tension they continuously (re)produce through their relational practices and (ii) the way they enact "relational balancing" to equilibrate their relation in the making in terms of value/self-worth maintenance by involving other actors, such as board members, management team members, or a coach
CEO Personality: A Different Perspective on the Nonfamily Versus Family CEO Debate
No full textBased on a unique, hand-collected data set, we examine the personality traits of nonfamily and family CEOs in privately held Belgian family firms using the Occupational Personality Questionnaire. We find significant differences between nonfamily and family CEOs with regard to nine personality traits: independent minded, democratic, data rational, behavioral, detail conscious, conscientious, relaxed, worrying, and trusting. The findings suggest a very balanced personality profile for nonfamily CEOs and a rather strong-willed personality for family CEOs. Moreover, while the results suggest that the personalities of nonfamily CEOs matter for firm performance, no such indications were revealed for family CEOs
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