1,721,009 research outputs found
Predecessor’s paternalistic leadership style and its effect on the family incumbent’s behavior for the success of succession
No full textL’orientamento al valore dell’impresa familiare. Commento ai dati della ricerca sul campo
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Paternalistic leadership in family firms: Types and implications for intergenerational succession
No full textThis article demonstrates how the various paternalistic leadership styles practiced by predecessors
influence the attitudes, subjective norms and perceived behavioural control of successors in family firms
and the extent to which these factors influence a successor’s perceptions of the quality of the succession
process. Stemming from the theory of planned behaviour, our conceptual model integrates previous
findings into a comprehensive, two-sided analysis, capturing factors associated with the outgoing and
incoming generation. We use the central construct of paternalism to formalise more accurate scenarios
of a successor’s intentions and behaviours related to the transfer of leadership. This study serves as a
foundation for future empirical studies investigating the effects of paternalism in the family business
context
The impact of paternalistic leadership on family firm succession: the gender diversity issue
No full textThe paper explores the link between paternalistic leadership, succession and gender diversity in
family businesses. So far, very little has known on the role of owner gender diversity in the
succession process and very few studies focus on the baton pass between father and daughter
and the impact of paternalism on that process. In light of this, the aim of this article is to
understand how gender-related issues influences the succession process in family firms. For this
purpose, using the construct of paternalism, we formulate three main propositions and propose
a conceptual model that considers different types of paternalistic leadership styles among
predecessor and successor. Those different types of paternalistic leadership styles are
considered factors that increase or decrease the likelihood of success of succession according to
the gender issue. In conclusion of this study we propose some future paths for the academic
debate
How do boards of directors contribute to family SME export intensity? The role of formal and informal governance mechanisms
No full textInternationalization is a strong challenge that firms have to face today.
However, small and medium-sized family firms internationalize their business after
consolidating their position in domestic markets. Family SMEs approach international
markets usually through export activities. Considerable academic attention
has been given to family SME export behaviour, however, the debate is still
inconclusive. Therefore, more attention on family SME unique governance mechanisms
may shed a new light on this issue. The paper analyses family SME export
intensity by showing how the board of directors could provide assistance in the
selection and implementation of this strategy. We explore whether, and to what
extent, both formal and informal features of boards of directors (dual governance)
influence family SME export intensity. This is explored in a sample of 101 Norwegian
family SMEs. Export intensity is the dependent variable and hypotheses on
the positive effect of independence in board behaviour (formal governance mechanism),
relational norms and trust (informal governance mechanisms) are supported.
The paper has substantial theoretical contributions and practical implications. The
results show that formal and informal governance mechanisms can co-exist complementing
and supplementing each other, thus positively influencing family SME
export intensity
Generation and Business Valuation Processes in Family Firms: Evidence fron Empirical Research in Italian Context
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