Toward a Theory of Stakeholder Salience in Family Firms

Mitchell, Reginald H.; Agle, Bradley R.; Chrisman, James J.; Spence, Laura J.

doi:10.5840/beq201121215

Cited by 174 publications

(224 citation statements)

References 75 publications

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“…Many years ago Gouldner (1960) suggested that the concept of reciprocity that is embedded within social exchanges is universal; theory and research have since suggested that the outcomes linked to exchange relationships vary depending on the context (Chan, Taylor, & Markham, 2008;Mitchell, Agle, Chrisman, & Spence, 2011). Drawing on insights into these exchange relationships within family firms, we posit that family firms are likely to develop unique LMX, which can shape the organizational PsyCap of family firms.…”

Section: Lmx Theorymentioning

confidence: 99%

Organizational Psychological Capital of Family Franchise Firms Through the Lens of the Leader–Member Exchange Theory

Memili

Welsh

Kaciak

2013

Journal of Leadership & Organizational Studies

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Abstract:We explore organizational psychological capital (PsyCap) of family franchise firms by drawing on PsyCap and leader-member exchange (LMX) theories and family business literature. We suggest that unique family firm LMXs characterized by trust, respect, and obligation can foster organizational PsyCap of family franchise firms, in turn affecting their innovativeness. We also suggest that transgenerational succession intentions moderate the impact of the LMXs on the development of organizational PsyCap of family franchise firms as well as the consequent effects on innovativeness. We supplement these theoretical conjectures with two exploratory analyses based on survey data-a stepwise regression and correlational analysis. We also discuss implications for future research and practice.

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Section: Lmx Theorymentioning

confidence: 99%

Organizational Psychological Capital of Family Franchise Firms Through the Lens of the Leader–Member Exchange Theory

Memili

Welsh

Kaciak

2013

Journal of Leadership & Organizational Studies

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“…More recent studies have refined stakeholder salience theory by means of theoretical contributions, stressing the importance of 'stakeholder proximity' (Driscoll and Starik 2004), interactions between stakeholders (Neville and Menguc 2006) and stakeholder attributes (Neville et al 2011), family firm contexts (Mitchell et al 2011), corporate culture (Jones et al 2007), and other stakeholders' perceptions of salience (Tashman and Raelin 2013). More recent empirical research has suggested more stakeholder characteristics, such as trust and learning potential (Myllykangas et al 2010).…”

Section: Prior Literature and Hypotheses Developmentmentioning

confidence: 99%

Secondary Stakeholder Influence on CSR Disclosure: An Application of Stakeholder Salience Theory

2015

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The aim of this study is to analyse how secondary stakeholders influence managerial decision-making on Corporate Social Responsibility (CSR) disclosure. Based on stakeholder salience theory, we empirically investigate whether differences in environmental disclosure among companies are systematically related to differences in the level of power, urgency and legitimacy of the environmental non-governmental organisations (NGOs) with which these companies are confronted. Using proprietary archival data for an international sample of 199 large companies, our results suggest that differences in environmental disclosures between companies are mainly associated with differences between their environmental stakeholders' legitimacy. The effects of power and urgency are of an indirect nature, as they are mediated by legitimacy. This study improves our understanding of CSR disclosure by demonstrating that, next to the welldocumented effect of company characteristics, stakeholder characteristics are also important. Besides, it provides scarce empirical evidence that not only primary stakeholders, but also secondary stakeholders are influential with regards to management decision-making. And more specifically, it offers insight into why some stakeholder groups are better able to influence disclosure decisions than other. The results also have important practical implications for managers of both environmental NGOs and large companies. For managers of environmental NGOs the results provide evidence of the most successful tactics for having their environmental information demands satisfied by companies. For company management the results provide insights into the most important stakeholder characteristics, on the basis of which they may develop strategies for proactively disclosing environmental information.

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“…The PSE of family businesses is at least partially explained by the homogeneity of their value system, which emphasizes affective relationships, solidarity, loyalty, trust in the environment, and in their own abilities ( [40]; Chami, 2001 [57]). An analysis in terms of social capital helps to understand the importance of the social dimension.…”

Section: Proactive Stakeholder Engagement (Pse) and Socioemotional Wementioning

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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Toward a Theory of Stakeholder Salience in Family Firms

Cited by 174 publications

References 75 publications

Organizational Psychological Capital of Family Franchise Firms Through the Lens of the Leader–Member Exchange Theory

Organizational Psychological Capital of Family Franchise Firms Through the Lens of the Leader–Member Exchange Theory

Secondary Stakeholder Influence on CSR Disclosure: An Application of Stakeholder Salience Theory

The Corporate Social Responsibility of Family Businesses: An International Approach

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