Steuerung mittelständischer Unternehmen: Größeneffekte und Einfluss der Eigentums- und Führungsstruktur

Schachner, Markus; Speckbacher, Gerhard; Wentges, Paul

doi:10.1007/s11573-006-0029-5

Cited by 34 publications

(18 citation statements)

References 55 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…For instance, differences in a company's ownership structure have been found to influence diversification (e.g., Snell 1988, 1989), accounting practices (e.g., Tosi et al 1999), the monitoring of CEO compensation (e.g., Gomez-Mejia 1989, 1994), CEO compensation (e.g., Fong et al 2010;Gomez-Mejia et al 1987;McEachern 1975;Williamson 1963), sources of annual CEO pay raises (e.g., Hambrick and Finkelstein 1995), emphasis on innovation (e.g., Hill and Snell 1988), corporate R&D spending (e.g., Baysinger et al 1991), and firm performance (e.g., Snell 1988, 1989;Hu and Izumida 2008;Hunt 1986). Those differences may occur because companies with different ownership structures place different values on organizational culture (Howorth et al 2010), management systems (Schachner et al 2006), and performance outcomes (Ghobadian and O'Regan 2006).…”

Section: 4mentioning

confidence: 99%

New insights on CEO charisma attribution in companies of different sizes and ownership structure: the role of prior company performance

2014

View full text Add to dashboard Cite

We extend theories on charismatic leadership by investigating the influence of prior company performance on subordinates' attributions of chief executive officer (CEO) charisma within companies of different sizes and ownership structure. First, we use an experimental design to examine the effects of prior company performance on attributions of CEO charisma. Second, in a field study with 69 companies we replicate the experimental finding and show that this relationship is moderated by the size of the company such that the relationship between prior company performance and attributions of CEO charisma is significant only in large companies. We find no evidence, however, that the ownership structure of a company could strengthen or weaken this relationship.

show abstract

Section: 4mentioning

confidence: 99%

New insights on CEO charisma attribution in companies of different sizes and ownership structure: the role of prior company performance

2014

View full text Add to dashboard Cite

show abstract

“…Family firms often decide against external managers because they believe that the objective of external managers differs from family specific goals (Daily and Dollinger 1992). In addition, they may fear that false decisions of external managers are going to harm the family reputation even though the family was not responsible for them (Schachner, Speckbacher, and Wentges 2006). Furthermore, external managers may consider family firms to be a less attractive career option as their career possibilities are limited due to the dominant role of the family (Sirmon and Hitt 2003).…”

Section: Family Specific Goals and Corporate Governance Structuresmentioning

confidence: 99%

Influence of Internal Factors on the Use of Equity - and Mezzanine-Based Financing in Family Firms

2010

View full text Add to dashboard Cite

Suggested Citation: Achleitner, Ann-Kristin; Lutz, Eva; Schraml, Stephanie (2009) : Influence of internal factors on the use of equity-and mezzanine-based financing in family firms, CEFS working paper series, No. 2009-14, Center for Entrepreneurial and Financial Studies (CEFS) EQUITY-AND MEZZANINE-BASED FINANCING IN FAMILY FIRMS AbstractThe paper analyzes internal factors which influence the use of equity-and mezzaninebased financing instruments in German privately held family firms. Based on a sample of 195 surveys of family firms, we investigate the impact of family specific goals and corporate governance structures on the use of financial instruments such as retained earnings, private equity and silent partnerships. We find that family goals have a complex impact on the decision to use or not to use these instruments and parallel existing goals can result in diverging financing preferences. Furthermore, we find that the impact of corporate governance structures on financing decisions is mainly driven by the existence of an advisory board and the involvement of external managers in the management board.Our findings contribute to a better understanding of financing decisions in family firms and demonstrate the necessity to include family firm specific characteristics such as family goals and corporate governance structures in the analysis of financing decisions

show abstract

“…Indeed, FE have only been established as an independent research field within the past two decades, since which their organisation, leadership, and financial particularities have been investigated more thoroughly (Sharma, 2004;Chrisman et al, 2005;Chrisman et al, 2006). Therefore, more research into management accounting in FE is necessary, even though some German-speaking (Schachner et al, 2006;Feldbauer-Durstmüller et al, 2007;Haas, 2010) and international (Chua et al, 2003;Sharma et al, 2003; García Pérez de Lema and Duréndez, 2007; Salvato and Moores, 2010; Duller et al, 2011) empirical studies exist.…”

Section: Introductionmentioning

confidence: 99%

“…A central research question of such studies in recent years has been the difference between FE and NFE (Habbershon and Williams, 1999;Sirmon and Hitt, 2003;Sharma, 2004; García Pérez de Lema and Duréndez, 2007;Heck et al, 2008;Hack, 2009). Even though some research has recently been carried out into how the ownership and leadership structure influences the goal systems in FE, stakeholder satisfaction and stakeholder information have rarely been investigated (Schachner et al, 2006). According to Schachner et al (2006), the goals of FE have to be supplemented by various stakeholder interests (Chua et al, 2009;Achleitner et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

“…Even though some research has recently been carried out into how the ownership and leadership structure influences the goal systems in FE, stakeholder satisfaction and stakeholder information have rarely been investigated (Schachner et al, 2006). According to Schachner et al (2006), the goals of FE have to be supplemented by various stakeholder interests (Chua et al, 2009;Achleitner et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Stakeholder Goals In Family Businesses: Evidence From Upper Austria

Gärtner

Feldbauer‐Durstmüller

Duller

2012

IBER

View full text Add to dashboard Cite

Research into the field of management accounting practices in family businesses is growing. A considerable number of publications in this field are now dedicated to exploring the differences between family and non-family businesses. This paper investigates stakeholder satisfaction and stakeholder information, which have thus far been neglected fields, both in management accounting and in family business research. Based on both contingency and stakeholder theory, we find that the contextual factors - firm type and firm size - cannot be regarded as determining factors in firms stakeholder goals.

show abstract

Steuerung mittelständischer Unternehmen: Größeneffekte und Einfluss der Eigentums- und Führungsstruktur

Cited by 34 publications

References 55 publications

New insights on CEO charisma attribution in companies of different sizes and ownership structure: the role of prior company performance

New insights on CEO charisma attribution in companies of different sizes and ownership structure: the role of prior company performance

Influence of Internal Factors on the Use of Equity - and Mezzanine-Based Financing in Family Firms

Stakeholder Goals In Family Businesses: Evidence From Upper Austria

Contact Info

Product

Resources

About