A farewell to the business: Championing exit and continuity in entrepreneurial family firms

Predictors of Later–Generation Family Members’ Commitment to Family Enterprises

“…Future research could also examine attitudinal and behavioral commitment by examining the 'darker side' of commitment, such as escalation of commitment leading individuals to become locked into costly courses of action after encountering increased problems or losses (Staw, 1981). This may be particularly interesting in a family firm context in which later-gen members are particularly prone to family business commitment entrapment (Chirico et al, 2011b;Salvato, Chirico, & Sharma, 2010). In addition, research on commitment has moved toward understanding the interactive effects of different bases of commitment (Meyer & Herscovitch, 2001).…”

Family entrepreneurship as a field of research: Exploring its contours and contents

“…For example, Salvato, Chirico, and Sharma, (2010) show how a family firm established identity can hinder strategic renewal. A specific literature on family business branding (and its identity) has emerged (Binz Astrachan, 2015;Blombäck & Brunninge, 2013;Botero, Thomas, Graves, & Fediuk, 2013;Craig, Dibrell, & Davis, 2008).…”

“…In order to explore the entrepreneurial process within business families across the globe both qualitatively and quantitatively, the STEP (Successful Transgenerational Entrepreneurship Practices) project has been founded and involves now more than 30 countries and 125 researchers. This team has been gathering and analyzing work that is being done on CFE worldwide ; we expect that publications based on this international source of information will be produced both to better understand CFE in single countries (Au, Chiang, Birtch, & Ding, 2013;Salvato, et al, 2010) and internationally. Despite the scope of the project and the breadth of data collection, we note that this project bears a weakness in that it relies on the five dimensional multi-varying conceptualization of entrepreneurial orientation (Lumpkin & Dess, 1996) as means to understand entrepreneurial processes in business families.…”

Constrictive vs. distinctive familiness and the culturing of familiness capital (FamCap)

“…As family businesses grow and next generation successions take place, upgrading of old practices and ideas require attention. A farsighted 'family champion' often plays a critical role in redirecting the business from its mooring established activities to visionary future entrepreneurial actions (Salvato et al, 2010). Transformation usually takes place in family businesses through an institutional champion who carries out much needed transformations and gets rid of old methods that need to be abandoned (Parada et al, 2010).…”