Stewardship Climate Scale

Neubaum, Donald O.; Thomas, Christopher H.; Dibrell, Clay; Craig, Justin B.

doi:10.1177/0894486516673701

Cited by 89 publications

(110 citation statements)

References 115 publications

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“…The rationale of this Ph.D. dissertation starts by looking at how a controlling family's ability and willingness influence the level of participation and formality in goal setting and performance evaluation (Helsen et al, 2017;Songini & Gnan, 2015;Speckbacher & Wentges, 2012). Thereafter, we study how the design of these management control mechanisms foster stewardship attitudes and behaviors in family firms, among family and nonfamily managers (Davis, Schoorman, & Donaldson, 1997;Neubaum, Thomas, Dibrell, & Craig, 2017), taking into consideration the procedural justice literature (Langevin & Mendoza, 2013). Particularly, this discussion is aligned with the underlying situational mechanisms that constitute organizational level antecedents of stewardship (Davis et al, 2010(Davis et al, , 1997Madison, Holt, Kellermanns, & Ranft, 2016;Neubaum et al, 2017).…”

Section: Phd Dissertation's Theoretical Portraitmentioning

confidence: 99%

“…Thereafter, we study how the design of these management control mechanisms foster stewardship attitudes and behaviors in family firms, among family and nonfamily managers (Davis, Schoorman, & Donaldson, 1997;Neubaum, Thomas, Dibrell, & Craig, 2017), taking into consideration the procedural justice literature (Langevin & Mendoza, 2013). Particularly, this discussion is aligned with the underlying situational mechanisms that constitute organizational level antecedents of stewardship (Davis et al, 2010(Davis et al, , 1997Madison, Holt, Kellermanns, & Ranft, 2016;Neubaum et al, 2017). Finally, we investigate how a stewardshiporiented culture (Zahra, Hayton, Neubaum, Dibrell, & Craig, 2008) is associated with the familiness construct in the family firm, and specifically, how it enhances the benefits of a family involvement in the business on a family firm's performance (Garcia-Castro & Aguilera, 2014;Kim & Gao, 2013;Minichilli, Corbetta, & MacMillan, 2010;Sciascia & Mazzola, 2008).…”

Section: Phd Dissertation's Theoretical Portraitmentioning

confidence: 99%

“…So, the theoretical discussion, hypotheses, findings, and contributions will be presented individually in each of the three studies. The theoretical motivation and underpinnings of these three studies are mainly supported by the stewardship theory, which is grounded on a sociological and psychological perspective with respect to manager's behaviors and the role of management control mechanisms in these organizations (Davis et al, 1997;Madison et al, 2016;Neubaum et al, 2017). As we employ a broader perspective about both the antecedents and the consequences of stewardship in family firms, we also found strong support on the family firm literature regarding its constructs and on the management accounting literature.…”

Section: Empirical Studiesmentioning

confidence: 99%

“…The second study focus on the antecedents of stewardship (Hernandez, 2012) in family firms (Davis, Allen, & Hayes, 2010;Neubaum, Thomas, Dibrell, & Craig, 2017), considering management control mechanisms design and procedural justice. Stewardship has been hypothesized as an important construct in the family firm literature (Davis et al, 2010;Davis, Schoorman, & Donaldson, 1997;Madison et al, 2016;Neubaum et al, 2017) to which it is credited the distinctiveness (Simon, Marquès, Bikfalvi, & Dolors Muñoz, 2012) and competitive advantage of family firms (Corbetta & Salvato, 2004;Zahra et al, 2008).…”

Section: Empirical Studiesmentioning

confidence: 99%

“…Monitoring and incentive systems are used to curb agent's opportunistic behavior in the agency theory paradigm (Eisenhardt, 1989;Madison et al, 2016). Conversely, informal and social controls might better suit the stewardship perspective, since there is no need for aligning stewards' behaviors with the principals' interests (Davis et al, 2010(Davis et al, , 1997Neubaum et al, 2017). James et al (2017) theoretically explain that should be an appropriate fit between management control mechanisms and managers' behaviors in family firms, based on the agency theory or stewardship theory lenses.…”

Section: Empirical Studiesmentioning

confidence: 99%

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Management control mechanisms and stewardship in family firms: an analysis of antecedents and consequences

Mucci¹

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This Ph.D. dissertation is a result of hard work, dedication and effort on my part as well as many other people, in special the two promotors of this Ph.D. study. First, I would like to thank God for enlightening me and everyone around me including my family, professors and colleagues. I dedicate this Ph.D. dissertation to my grandparents, Joaquim and Adélia, who, although they are not present in life, certainly, are very happy and proud of this achievement. And to Grandma Maria, who despite the long distance during this years that I have been living in Sao Paulo, I believe she is very happy to have a grandson reaching this academic degree and who will follow a teaching career. I also dedicate this Ph.D. to my parents, Paulo and Berenice, for providing me with values to which I mirror my attitudes, for guiding me and for unconditionally supporting my decisions and to my brother Gustavo, for being a symbol of dedication to me. I dedicate this Ph.D. to Marcela, for sharing all the moments with me during all these many years and for encouraging and motivating me in every step that I take. To her family for supporting us in the pursuit of our goals. My gratitude also goes to Aunt Consola and Uncle Júlio, for giving me the opportunity to be with them more intensely in these last years, providing me with care and advise that I carry for life. To my uncles and cousins, and my family for all their support. Particularly, I would like to thank my promotors for their support to develop this Ph.D. dissertation. Prof. Fábio Frezatti, who in the last almost six years has been sharing his knowledge and experience with me, providing me with advices that I carry in my career and life. Prof. Ann Jorissen, who accepted to guide my Ph.D. project and provided me with unique insights and with the opportunity to develop the doctoral thesis jointly between USP and the University of Antwerp. I feel privileged to have two promotors with numerous professional, academic and personal qualities, and for being involved in the development of this Ph.D. dissertation. I also would like to thank all those directly and indirectly involved in the implementation of the joint Ph.D. agreement in USP and in UAntwerpen, specially Cida, Ana Paula, and Adriana from USP and Esmeralda Aerts from UAntwerpen. This experience and interaction were very important for my training and for the quality of this Ph.D. dissertation. Many thanks to my colleagues from FEA/USP, for sharing knowledge and experiences during the courses and activities. In particular, to Bianca, Samantha, Franciele and Daiana for supporting me during the courses and in this Ph.D. dissertation. To the professors of the Accounting and Actuarial Department at the FEA/USP for providing me with knowledge and expertise in accounting topics. I also appreciate my colleagues and professors from the University of Antwerp for welcoming me into their Department. Especially my thanks to Poppy, Veronique, Robin, Oveis, Gertjan, Sabine, Caroline and all the colleagues and professors with whom I had the oppor...

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Section: Phd Dissertation's Theoretical Portraitmentioning

confidence: 99%

Section: Phd Dissertation's Theoretical Portraitmentioning

confidence: 99%

Section: Empirical Studiesmentioning

confidence: 99%

Section: Empirical Studiesmentioning

confidence: 99%

Section: Empirical Studiesmentioning

confidence: 99%

See 3 more Smart Citations

Management control mechanisms and stewardship in family firms: an analysis of antecedents and consequences

Mucci¹

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Connecting strategic orientation, innovation strategy, and corporate sustainability: A model for sustainable development through stakeholder engagement

et al. 2021

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This paper aims to enhance our understanding of the relationship between organizations ' strategic orientation (i.e., instrumental, equidistant, and stewardship) and their innovational strategy (i.e., organizational ambidexterity and open innovation), and this relationship's influence on their sustainability performance. We expected organizations' strategic orientation to influence their innovational strategy and exhibit better corporate sustainability. We focused on 12 different multinational organizations in the Eurozone and found that inbound open innovation acts as a driver for corporate sustainability while simultaneously positively enabling organizations to pursue both financial and social initiatives. After suggesting open innovation as a new corporate sustainability antecedent, we only found empirical evidence of inbound open innovation. However, we would suggest that if organizations incorporated outbound open innovation in their strategy, they could likely improve their corporate sustainability.Also, we found that achieving an equidistant or stewardship orientation paves the way for sustainability to become an integral part of an organization's innovational culture and actualizes the organization's strategic behavior. Our findings further contribute to a deeper understanding of organizations' characteristics as their sustainability commitment grows and as they move from an instrumental to a stewardship orientation and implement an open innovational strategy.

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Carbon emission reduction: Understanding the micro‐foundations of dynamic capabilities in companies with a strategic orientation for sustainability performance

Chevrollier,

van Lieshout,

Argyrou

et al. 2023

Bus Strat Env

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This article aims to identify the micro‐foundations of dynamic capabilities that underpin a strategic orientation for sustainability performance in order to reduce carbon emissions. These micro‐foundations are examined in relation to two types of strategic orientation for sustainability performance: instrumental and stewardship. A qualitative research design is used to investigate four Dutch stock‐listed companies with either an instrumental or a stewardship strategic orientation. The research shows that certain micro‐foundations of dynamic capabilities achieve carbon emission reductions. Sensing, through measuring carbon emissions, supports a transparent raising of awareness on this issue. Seizing is based on a collaborative and carbon‐driven capturing of value enabled by clear financial incentives linked to reducing carbon emissions. Transforming is supported by an ambidextrous organizational structure and the active diffusion of knowledge concerning carbon emission reduction. Top management can deliver a significant impulse to achieve the desired level of influence related to carbon emission reduction. Our analysis reveals five dimensions (level of influence, level of transparency, level of responsibility, logic of value creation, and logic of embeddedness) that explain the relation between a strategic orientation for sustainability performance and the associated sustainable performance achieved in carbon emission reduction.

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Stewardship Climate Scale

Cited by 89 publications

References 115 publications

Management control mechanisms and stewardship in family firms: an analysis of antecedents and consequences

Management control mechanisms and stewardship in family firms: an analysis of antecedents and consequences

Connecting strategic orientation, innovation strategy, and corporate sustainability: A model for sustainable development through stakeholder engagement

Carbon emission reduction: Understanding the micro‐foundations of dynamic capabilities in companies with a strategic orientation for sustainability performance

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