Performance and Behavior of Family Firms / / edited by Esra Memili.
Family involvement characterizes a large number of firms around the world and is thought to significantly impact their strategies, behavior, and performance. Family involvement occurs when a family exerts control over the firm through ownership and management. When family involvement leads to intent...
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Place / Publishing House: | Basel : : MDPI,, 2018. ©2018 |
Year of Publication: | 2018 |
Language: | English |
Physical Description: | 1 online resource (v, 172 pages) :; illustrations |
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245 | 0 | 0 | |a Performance and Behavior of Family Firms / |c edited by Esra Memili. |
264 | 1 | |a Basel : |b MDPI, |c 2018. | |
264 | 4 | |c ©2018 | |
300 | |a 1 online resource (v, 172 pages) : |b illustrations | ||
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588 | |a Description based on publisher supplied metadata and other sources. | ||
520 | |a Family involvement characterizes a large number of firms around the world and is thought to significantly impact their strategies, behavior, and performance. Family involvement occurs when a family exerts control over the firm through ownership and management. When family involvement leads to intentions to pursue particularistic goals and strategies, controlling families are more likely to exert a significant influence on firm strategies, behavior, and performance. Indeed, intentions imply that a firm's strategic behaviors will be oriented toward preserving the economic and socioemotional value of the firm for the family in the long term. Hence, the "essence" of a family firm is thought to be a function of a family's influence on the culture, functioning, and behavior of the firm owing to the pursuit of a family's vision for the firm. As a result, family firm behavior is expected to be distinct from those in non-family firms. Despite the inherent differences between family and non-family firms and heterogeneity among family firms, family involvement is under-researched in organizational studies, which limits the generalization of findings and leads to theoretical ambiguity. Financial strategic decisions and activities may be key to understanding differences between family and non-family firms. Therefore, we invited researchers to shed light on how a family uses its influence to affect financial strategies, behavior, and firm performance. | ||
504 | |a Includes bibliographical references. | ||
505 | 0 | |a Esra Memili -- Esra Memili and Kaustav Misra -- Juan Manuel San Martin-Reyna and Jorge A. Duran-Encalada -- Britta Boyd, Isabel C. Botero and Tomasz A. Fediuk -- Jacek Lipiec -- Gerard Hirigoyen and Thierry Poulain-Rehm -- Magdy Noguera and Erick Paulo Cesar Chang -- Jin-Hui Luo and Heng Liu -- Henrik Harms. | |
650 | 0 | |a Family-owned business enterprises. | |
700 | 1 | |a Memili, Esra, |e editor. | |
906 | |a BOOK | ||
ADM | |b 2023-04-15 13:39:10 Europe/Vienna |f system |c marc21 |a 2020-10-31 22:37:04 Europe/Vienna |g false | ||
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