Introduction

The Impact of Nonfamily CEOs on Family Firms’ Pursuit of Political Connections: The Theory of Bounded Reliability Perspective

“…Such efforts will deepen our understanding of how and why family firms make critical strategic choices that have distinct effects on their financial wealth and SEW. Indeed, considering bounded reliability as a vital micro-foundation construct relating to the cognitive aspect of managers (Verbeke et al, 2021; Verbeke & Greidanus, 2012, 2015), our view echoes De Massis and Foss (2018) recommendation of extending, enriching, and refining the current knowledge on family firms with a microfoundational focus.…”

“…Moreover, how to economize bounded reliability is a critical inquiry but little researched (Kano & Verbeke, 2015; Verbeke & Greidanus, 2012). The study contributes by examining a set of organizational and environmental moderators.…”

“…However, due to the competing nature of these two theories, this literature strand is impeded by the ongoing debate about nonfamily CEOs’ opportunism (Madison et al, 2016; Waldkirch, 2020). Hence, we build our work upon the newly formed theory of bounded reliability (Kano & Verbeke, 2015; Verbeke & Greidanus, 2009, 2012; Verbeke & Kano, 2010, 2012). The theory is intended to reconcile the agency–stewardship dialectic.…”

Williamson and Organization Studies: Reclaiming a legacy

“…Nooteboom, Berger, & Noorderhaven, 1997). Hence, the querelle on opportunism gradually ended up on a dead track (Verbeke & Greidanus, 2012). Second, assigning opportunism the status of assumption induced Williamson (1975) to introduce the notion of ‘atmosphere’ to mitigate the (costly) effects of treating everybody as an opportunist.…”