Setting the right mix—Analyzing outside directors’ pay mix in public family firms

Engel, Pascal; Hack, Andreas; Kellermanns, Franz W.

doi:10.1016/j.jfbs.2015.04.002

Cited by 11 publications

(7 citation statements)

References 108 publications

(184 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…(2013) show that publicly traded family firms conform more assiduously along visible strategic dimensions. Also, a recent study by Engel et al. (2015) highlights that listed German family firms are more likely to adopt performance-related pay than other firms, even if this is not in line with family noneconomic goals.…”

Section: Theory Development and Hypothesesmentioning

confidence: 99%

“…Second, we address concerns that current institutional theories do not fully explain variations in responses to institutional pressures (e.g., Berrone et al., 2010; Martins, 2005) by testing alternative mechanisms underlying conformity and showing that family and nonfamily firms respond heterogeneously to external social pressures, despite experiencing similar propensities to conform. Relatedly, we address the gap in research on conformity and distinctiveness in privately held family firms, as most of prior research has focused on public firms where institutional pressures tend to prevail over the private interests of family owners and managers (e.g., Berrone et al., 2010; Engel, Hack, & Kellermanns, 2015; Miller et al., 2013). Finally, we contribute to literature on innovation in family firms by suggesting that conformity pressures help maximize their innovation efficiency (Duran, Kammerlander, van Essen, & Zellweger, 2015; Patel & Chrisman, 2014).…”

mentioning

confidence: 99%

See 1 more Smart Citation

Blending In While Standing Out: Selective Conformity and New Product Introduction in Family Firms

Mazzelli

Kotlar

Massis

2018

Entrepreneurship Theory and Practice

View full text Add to dashboard Cite

Research on the conformity-distinctiveness tradeoff in family firms is divided. Examining the product innovations of Spanish manufacturing firms between 1998 and 2012, we hypothesize that family and nonfamily firms conform selectively and are driven by different motivations. Family firms align with their closest peers to avoid social losses while nonfamily firms conform to firms with different attributes to pursue social gains. Moreover, propensity to conform leads to more substantive organizational responses in family firms. We contribute to understanding how family firms navigate the conformity-distinctiveness trade-off, unveil the cognitive dimension of conformity and address the puzzling evidence on family firm innovation.

show abstract

Section: Theory Development and Hypothesesmentioning

confidence: 99%

mentioning

confidence: 99%

Blending In While Standing Out: Selective Conformity and New Product Introduction in Family Firms

Mazzelli

Kotlar

Massis

2018

Entrepreneurship Theory and Practice

View full text Add to dashboard Cite

show abstract

“…Scholars also address compensation with regard to non-family CEOs. Family firms award more performance-related pay to their non-family CEOs if family members are managing the firm (Engel et al, 2015). These findings are supported by studies indicating that 'true family firms' (defined as managed and owned by at least two family members) are likely to offer higher performance-related wages compared to 'lone family firms' (Carrasco-Hernandez and Sanchez-Marin, 2007;Gómez-Mejía et al, 2003).…”

Section: Hr Practices In Family Businessesmentioning

confidence: 70%

Advancing knowledge on human resource management in family firms: An introduction and integrative framework

Hoon

Hack

Kellermanns

2019

German Journal of Human Resource Management

Self Cite

View full text Add to dashboard Cite

Over the last decades, human resource management has received increasing attention in family business scholarship. However, works on human resource management in the context of family firms remain relatively low as compared to the more general body of studies on human resource management. This article introduces our special issue of the German Journal of Human Resource Management, which discusses facets of how family firms configure human resource management and set human resource practices. We first give a brief overview on the conceptual and empirical research that relates to and informs human resource management within family firms, resulting in a human resource system framework. We then discuss ideas for future human resource management research, namely, the influence of the owning family on human resource orientation, non-family employees as human resource recipients and the role of human resource professionals in delivering human resource management. Furthermore, we call for making psychological foundations part of the human resource management scholarship agenda. There is still work to be done before human resource management can find its ‘place in the sun’ in the family business community. Hence, this special issue contributes to developing family business human resource management scholarship further by offering the human resource system framework, by suggesting directions for future research and by advancing our conceptual and empirical understanding of human resource management in the context of family firms.

show abstract

“…This body of research includes compensation systems (Engel et al, 2015), a bundle of professional HR practices (De Kok et al, 2006), HPWS (Pittino et al, 2016;Tsao et al, 2009), HRM retrenchment practices (Tsao et al, 2016), and environmental contingencies (Firfiray et al, 2018). In spite of these developments, there has been debate over how employees are treated and managed in family firms and the factors driving the adoption of specific HR practices.…”

Section: Introductionmentioning

confidence: 99%

Organizational antecedents of firms’ adoption of strategic human resource practices: Toward a reconciliation of CEO perceptions and family influence

Tsao

Wang

Chen

et al. 2019

German Journal of Human Resource Management

View full text Add to dashboard Cite

There is lively debate in the literature about the effects of family influence on employment practices. Particularly, little empirical research explores the role of family influence in driving a firm’s adoption of specific strategic human resource practices such as high-performance work systems. Drawing from the tenets of the resource-based and stewardship theories, this study examines the relationship between chief executive officers’ perceived human resource capability and firm adoption of high-performance work systems in family business, and the joint moderating effect of family management and ownership on the above linkage. Our analysis uses chief executive officer–human resource manager matched samples of 145 Taiwanese publicly listed firms, the results show that chief executive officers perceived human resource capability is significantly and positively associated with the adoption of high-performance work systems. Moreover, this relationship is found to be the strongest when the family assumes leadership in management (i.e. the firm has a family chief executive officer) and family ownership is high.

show abstract

Setting the right mix—Analyzing outside directors’ pay mix in public family firms

Cited by 11 publications

References 108 publications

Blending In While Standing Out: Selective Conformity and New Product Introduction in Family Firms

Blending In While Standing Out: Selective Conformity and New Product Introduction in Family Firms

Advancing knowledge on human resource management in family firms: An introduction and integrative framework

Organizational antecedents of firms’ adoption of strategic human resource practices: Toward a reconciliation of CEO perceptions and family influence

Contact Info

Product

Resources

About