Results 251 to 260 of about 7,998,250 (290)

Family Firms and the Effects of Organizational Culture on Their Innovation

2019
Owing to the fact that sustainability and the financial performance of businesses are important work outcomes in family firms, in this chapter for both reaching work and family related goals and ensuring sustainibility, it is proposed that family firms as in the case with their non-family counterparts will prefer to exploit innovativeness in attaining ...
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Strategic Divestments in Family Firms: Role of Family Structure and Community Culture

Entrepreneurship Theory and Practice, 2005
Timely acquisition and divestment of resources is essential for sustaining the competitive advantage and longevity of family firms. A combination of past successes, emotional attachments, and path dependencies can lead to extensive inertia toward divestment in these firms.
Sharma, Pramodita, Manikutty, S.
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CLAN CULTURE AND CORPORATE SOCIAL RESPONSIBILITY IN CHINESE FAMILY FIRMS

The Singapore Economic Review, 2023
The clan cultural heritage accumulated over thousands of years is crucial for understanding corporate social responsibility (CSR) behaviors in Chinese family firms. This paper uses city-level genealogy density data to examine the impact of clan culture on family firms’ CSR behavior.
GUANGLI ZHANG, HUILI XUE, HAO GAO, XIAOYUAN LIU   +3 more
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Evolutionary Psychology, Organizational Culture, and the Family Firm

Academy of Management Perspectives, 2008
Executive Overview The paper aims to show how evolutionary psychology can provide a fresh, compelling, and overarching explanatory framework for contrasting evidence about the special capabilities and vulnerabilities of family businesses, compared to nonfamily firms.
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Non-Family Employee's Identification with Family: The Moderating Effect of Culture in Family Firms

SSRN Electronic Journal, 2011
Through their distinct cultures, families that own firms have a unique ability to convey a sense of affiliation and belonging to their non-family employees. Such identification can impact non-family employees in a variety of ways. It can lead to increased levels of loyalty, trust and performance; but it can also have potential negative effects, such as
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Integration in the Family Firm: When the Family System Replaces Controls and Culture

Family Business Review, 1988
A family system, rather than management systems or corporate culture, can be the key integration mechanism of a family company.
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Family involvement in a hierarchical culture: Effect of dispersion of family ownership control and family member tenure on firm performance in Chinese family owned firms

Journal of Family Business Strategy, 2011
Abstract We tested the effect of control rights dispersion on firm performance in Chinese family-owned firms. Developing arguments based on balancing cultural norms of hierarchy and respect for elders with providing tangible incentives to express crucial divergent views in a culturally acceptable manner, we hypothesized that high dispersion of ...
Sanjay Goel, Xiaogang He, Ranjan Karri
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Entrepreneurship in Family vs. Non–Family Firms: A Resource–Based Analysis of the Effect of Organizational Culture

Entrepreneurship Theory and Practice, 2004
Organizational culture is an important strategic resource that family firms can use to gain a competitive advantage. Drawing upon the resource–based view (RBV) of the firm, this study examines the association between four dimensions of organizational culture in family vs. non–family businesses and entrepreneurship.
ZAHRA S., HAYTON J., SALVATO, CARLO
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Trusting the Family Firm? Family Control and Cultural Values During Financial Crises

Academy of Management Proceedings, 2017
Recent insights suggest that, by improving access to trade financing, generalized trust can alleviate the adverse impact of financial crises on firms.
Mario Daniele Amore, Mircea Epure
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Does culture count? Comparative performances of top family and non-family firms

International Journal of Cross Cultural Management, 2010
Sixty-five of the world’s largest family firms were compared against with those of a matched sample of 65 non-family firms. Contrary to previous studies, family firms here displayed higher profitability and a broadly positive (if slightly inconsistent) relationship between increasing family ownership levels and performance.
Chris Carr, Suzanne Bateman
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