An Organizational Justice‐Based View of Self‐Control and Agency Costs in Family Firms

By M. Lubatkin, Yan Ling, W. Schulze. 2007

194 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/0f4c48716b65b6bfc52223ff721ec4cd70b23e32

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Stewardship vs. Stagnation: An Empirical Comparison of Small Family and Non‐Family Businesses* (2007, background): “Conflicts among family owners or managers, moreover, may give rise to stalemates in decision making, the upshot being de facto conservatism and an inability to change or respond to markets (Davis and Harveston, 1999; Lubatkin et al., 2007; Schulze et al., 2003).”
The Adolescence of Family Firm Research (2012, unknown): “According to this view, the unchecked exercise of personal authority is inconsistent with the development of meritocratic highperformance organizations (Lubatkin et al., 2007).”
Innovation in family firms: an empirical analysis linking organizational and managerial innovation to corporate success (2011, background): “Family firms are often described as being conservative (Habbershon et al. 2003; Ward 2004); less risk-raking (Morris 1998); more long-term oriented (Sharma and Irving 2005); reluctant to grow and slowgrowing (Taiguiri and Davis 1992; Poza et al. 1997); slow in decision-making; and unable to react or”
Affective commitment and job satisfaction among non-family employees: Investigating the roles of justice perceptions and psychological ownership (2011, background): “…leadership style (Tagiuri & Davis, 1992), human resource practices generally biased against non-family members (Barnett & Kellermanns, 2006; Lubatkin et al., 2007; Schulze et al., 2001), ingroup– outgroup perceptions of non-family employees (Barnett & Kellermanns, 2006), founder-centric…”
Stewardship or Agency? A Social Embeddedness Reconciliation of Conduct and Performance in Public Family Businesses (2011, background): “positions in the company, abundant compensation, and collateral benefits (Lubatkin et al. 2007).”
Private Firms and Corporate Governance: An Integrated Economic and Management Perspective (2007, background): “Parental altruism may create governance problems in family firms (Schulze et al., 2002) although these problems can be mitigated if controlling owners exercise self-control in terms of the governance mechanisms they adopt and how they administer such mechanisms (Lubatkin et al., 2007).”
Family Control and Ownership Monitoring in Family-Controlled Firms in Japan (2010, unknown): “First, are agency costs prevalent in family firms despite the coupling of ownership and control? Second, are there conflicts between the interests of family owners and nonfamily owners and what mechanisms can mitigate such conflicts? The widely held agency view that family firms incur no agency cost”
Institutional Investors and Institutional Environment: A Comparative Analysis and Review (2010, background): “These institutions directly impact the behaviour of all investors, including institutional owners (Lubatkin et al., 2007).”
Institutions Behind Family Ownership and Control in Large Firms (2010, background): “Lubatkin et al. (2007) advocate a balanced perspective between the overly optimistic view (family firms are good) and the overly pessimistic view (family firms are bad).”
The role of family ownership in international entrepreneurship: exploring nonlinear effects (2012, background): “Some family businesses suffer from a lack of human resources because parents tend to offer investment opportunities to their children (Lubatkin et al. 2007), even if they have insufficient skills for international entrepreneurship.”
Implications of Family Business Employment for Employees’ Innovative Work Involvement (2015, background): “Yet this is argued to hold mainly for those FBs with a weak family vision and little self-control (Barnett, Long, & Marler, 2012; Lubatkin et al., 2007).”