The dynamics of family controlled firms: The good and the bad news

Vries, Manfred F. R. Kets de

doi:10.1016/0090-2616(93)90071-8

Cited by 728 publications

(557 citation statements)

References 3 publications

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“…In the same line Kets de Vries (1993) points to the tolerance of inept family members as managers. Schulze et al (2001) indicate that nepotism may also affect other decisions besides CEO succession: promotion to selected places in the organization, better remunerations or more training.…”

Section: Introductionmentioning

confidence: 99%

Personal relations and their effect on behavior in an organizational setting: An experimental study

Brandts

Solá

2010

Journal of Economic Behavior & Organization

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We study how personal relations affect performance in organizations. In the experimental game we use a manager has to assign different degrees of decision power to two employees. These two employees then have to make distributive decisions which affect themselves and the manager. Our focus is on the effects on managers' assignment of decision power and on employees' distributive decisions of one of the employees and the manager knowing each other personally. Our evidence shows that managers tend to favor employees that they personally know and that these employees tend, more than other employees, to favor the manager in their distributive decisions. However, this behavior does not affect the performance of the employees that do not know the manager. All these effects are independent of whether the employees that know the manager are more or less productive than those who do not know the manager. The results shed light on discrimination and nepotism and its consequences for the performance of family firms and other organizations.

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Section: Introductionmentioning

confidence: 99%

Personal relations and their effect on behavior in an organizational setting: An experimental study

Brandts

Solá

2010

Journal of Economic Behavior & Organization

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“…Entre elas, pode-se destacar a lealdade entre os membros da família (Kets De Vries, 1993); o compartilhamento de objetivos, valores e significados comuns (Longenecker, Moore, & Petty, 1997); a perspectiva de longo prazo; o zelo pela reputação da empresa; e a facilidade em manter o foco (Allio, 2004;Kets De Vries, 1993). Porém, apesar desses aspectos, notadamente positivos, a organização familiar também enfrenta desafios a vencer.…”

Section: Introductionunclassified

Perspectivas e Desafios da Preparação de Sucessores para Empresas Familiares

Teston

Filippim

2016

Rev. adm. contemp.

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Resumo A sucessão é um dos maiores desafios para as empresas familiares. Assim, o objetivo geral da pesquisa foi descrever e analisar elementos envolvidos na preparação de sucessores. Como locus para o estudo de processos sucessórios em empresas familiares, elegeu-se o município de Chapecó, Santa Catarina. Adotou-se, predominantemente, a perspectiva da pesquisa qualitativa de caráter descritivo para a abordagem de um estudo de caso múltiplo. A primeira frente de pesquisa foi a revisão bibliográfica, seguida por uma pesquisa de campo que coletou dados por meio de entrevistas, pesquisa documental e registro de observação sistemática. Como principal resultado, observou-se que a preparação de sucessores passa pelos fatores: influências do fundador, socialização multigeracional, aspectos demográficos e aprendizagem.

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“…In addition, an especially important aspect of socioemotional wealth of family firms is the role of the business in fulfilling the need for identity (Gómez-Mejía et al, 2007). Socioemotional wealth is inextricably tied to family ownership of the businesses and serves as an influential factor in the strategic decisions of family-owned businesses (Kets de Vries, 1993).…”

Section: Entrepreneurial Orientation Change In Stable Periodsmentioning

confidence: 99%

Time to recalibrate? Exploring entrepreneurial orientation of family businesses before, during, and after an environmental jolt

Zachary

Payne

Moore

et al. 2017

IJMED

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Entrepreneurial orientation (EO) has become a construct of considerable interest in the family business literature. Despite such attention, scholars have yet to examine if and how EO in family businesses changes over time. This study explores this gap by investigating both continuous and discontinuous changes in EO in a sample of S&P 500 family businesses between 2001 and 2012. We find that EO changes before, during, and after an environmental jolt, which is defined as a major unforeseen and discontinuous environmental change. More specifically, we find that EO gradually increases at a linear rate prior to the occurrence of a jolt, discontinuously decreases during the initial stage of the jolt, then resumes a gradual linear growth trend following this period. We further explore the relationship between time and EO by examining change in EO across different industries, finding significant changes between family firms in different industries.

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The dynamics of family controlled firms: The good and the bad news

Cited by 728 publications

References 3 publications

Personal relations and their effect on behavior in an organizational setting: An experimental study

Personal relations and their effect on behavior in an organizational setting: An experimental study

Perspectivas e Desafios da Preparação de Sucessores para Empresas Familiares

Time to recalibrate? Exploring entrepreneurial orientation of family businesses before, during, and after an environmental jolt

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