The Family Business

Donnelley, Robert G.

doi:10.1111/j.1741-6248.1988.00427.x

Cited by 174 publications

(173 citation statements)

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“…Since the founding definition of Donnelley (1964) [85], researchers have generally taken one of two approaches. On the one hand, some studies base the definition on quantitative criteria, such as family control and ownership of capital (Barry, 1975 [86]).…”

Section: Explanatory Variables: the Family Business (Fam)mentioning

confidence: 99%

The Corporate Social Responsibility of Family Businesses: An International Approach

Hirigoyen

Poulain-Rehm

2014

IJFS

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This study analyzes the links between listed family businesses and social responsibility. On the theoretical level, it establishes a relationship between socioemotional wealth, proactive stakeholder engagement, and the social responsibility of family businesses. On a practical level, our results (obtained from a sample of 363 companies) show that family businesses do not differ from non-family businesses in many dimensions of social responsibility. Moreover, family businesses have statistically significant lower ratings for four sub-dimensions of "corporate governance", namely "balance of power and effectiveness of the Board", "audit and control mechanisms", "engagement with shareholders and shareholder structure", and "executive compensation".

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Section: Explanatory Variables: the Family Business (Fam)mentioning

confidence: 99%

The Corporate Social Responsibility of Family Businesses: An International Approach

Hirigoyen

Poulain-Rehm

2014

IJFS

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“…Daily and Dollinger (1993) argued that the involvement of family members should be placed in the key positions with decision-making power, and if the core management positions such as the general manager of a company are held by one or more family members, who are closely related to the owner of the company, the company is a family business. Donnelley (1964) pointed out that if there are more than two generations of the same family involved in the management of a company, and the succession can ensure the coupling between the company policies and the target and interests of the family, the company is a family business. Some definitions combine all aspects of family involvement.…”

Section: Family Business Within the Category Of Involvementmentioning

confidence: 99%

A Conceptual Model of Family Businesses Succession from Corporate Gene Perspective

Wang¹,

Wu²

2017

dtssehs

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Abstract. Based on the concept of a "biological legal person", this paper puts forward a new definition of family business: family business is a form of biological organization controlled by family genes. Family genes are the decisive factor for its growth and continuation. The process of family business succession can be regarded as the inheritance of genes. The genes of family business succession are a combination of genetic elements having characteristics of structure, stability, heritability, expressiveness and variability. The process of family business succession includes the mechanisms of genetic heredity and variation.

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“…A condition that encourages an advantage in one family firm may in contrast discourage the same advantage in another, or even cause a disadvantage. Donnelley (1964), one of the earliest contributors to the family business field, noted that strengths in one company may be weakness in another and that the firm needs to understand their situations so they can work out their courses of action. The weaknesses and strengths in family firms can be attributed to the familiness advantage and disadvantage factors respectively (Habbershon et al 2003).…”

Section: Rbv and Familinessmentioning

confidence: 99%

“…Family firms are likely to have important non-financial goals, such as maintaining family harmony (Astrachan and Shanker 1996), family pride (Donnelley 1964), and job creation for family members (Morris et al 1997). Such goals can develop into constraints that incur costs which adversely affect firm performance.…”

Section: Eo and Non-financial Performance In The Family Businessmentioning

confidence: 99%

Resources supporting entrepreneurial orientation in multigenerational family firms

Irava

Moores

2010

IJEV

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Abstract:We examine entrepreneurship in multigenerational family firms. Specifically, we employ theoretical lenses drawn from both entrepreneurship (entrepreneurial orientation) and strategy (resource-based view) to develop an integrated model of transgenerational entrepreneurship. Following a review of the literature in these fields we develop propositions that articulate connections between a family firm's unique bundle of resources (familiness), its entrepreneurial orientation (EO), and the achievement of its non-financial performance objectives (NFPO).In this way the paper not only contributes to the debate concerning the link between family background and entrepreneurial behaviour but also helps clarify the broad construct familiness in terms of the nature of resources within the unique bundle.

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The Family Business

Cited by 174 publications

References 1 publication

The Corporate Social Responsibility of Family Businesses: An International Approach

The Corporate Social Responsibility of Family Businesses: An International Approach

A Conceptual Model of Family Businesses Succession from Corporate Gene Perspective

Resources supporting entrepreneurial orientation in multigenerational family firms

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