Family Businesses in Germany: Significance and Structure

By Sabine Klein. 2000

387 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/101f6ab102aa89d98bd0fc6a8d6685a1439f1e17

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In Management of Technology and Innovation

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Citations in the corpus

Socioemotional Wealth and Earnings Management in Private Family Firms (2010, background): “Although external managers are often burdened with other roles (S. B. Klein, 2000), they are ultimately brought in to provide objectivity and more rationality and to generate superior business performance (Blummentritt, Keyt, & Astrachan, 2007; Gersick et al., 1997).”
The F-PEC Scale of Family Influence: A Proposal for Solving the Family Business Definition Problem1 (2002, background): “For others (e.g., Klein, 2000b), a founder-run entity can be regarded as a specific case of a family business.”
The Transaction Cost Economics Theory of the Family Firm: Family–Based Human Asset Specificity and the Bifurcation Bias (2012, neutral): “Legal systems in The Netherlands, France, and Germany, unlike the Anglo-American system, dictate a strict division of powers among the firm’s top management, its management board, and its supervisory board (Klein, 2000).”
Innovation in family and non-family businesses: a resource perspective (2010, result): “These results are in accordance with other studies, such as Klein (2000), Wall (1998) and Lee (2006).”
Psychological aspects of succession in family business management (2013, background): “The succession process The family business is probably one of the most predominant enterprise forms in the world (Bird et al., 2002; Corbetta, 1995; Davis et al., 2000; Davis and Stern, 1988; Gallo, 1995; Klein, 2000; Zahra and Sharma, 2004).”
Driving factors of innovation in family and non-family SMEs (2018, methodology): “German SMEs consist of family as well as non-family businesses with the majority being familyowned (Bergfeld and Weber 2011; Klein 2000) and form a major source of innovation despite some resource-related weaknesses compared to larger companies (De Massis et al. 2017).”
The relationship between innovation, knowledge, and performance in family and non-family firms: an analysis of SMEs (2013, background): “…family-owned businesses often lack infrastructure capabilities such as technology or appropriate management techniques that can lead to inferior performance, and many of the resource constraints faced by SMEs are found in family firms (Astrachan et al. 2003; Eddleston et al. 2008; Klein 2000).”
Financial Decision Making in Family Firms (2014, background): “This constitutes a group of family firms that can be considered representative of the main population of family firms in Germany but slightly larger and older than family firms in other European countries (for a detailed overview, see Klein, 2000).”
The Effect of Organizational Characteristics on the Appointment of Nonfamily Managers in Private Family Firms (2015, background): “Therefore, the inclusion of nonfamily managers in the TMT can be important for the survival and growth of the family firm (Block, 2011; Dyer, 1989; Klein, 2000; Sonfield & Lussier, 2009), as nonfamily managers can tackle the human resource limitations that are present in the pool of family managers…”
Psychological Ownership in Small Family-Owned Businesses: Leadership Style and Nonfamily-Employees’ Work Attitudes and Behaviors (2011, background): “Although in public perception and media coverage large, publicly held companies dominate, the large majority of enterprises worldwide are family owned and managed (Gersick, Davis, Hampton, & Lansberg, 1997; Klein, 2000).”
How to Pay Nonfamily Managers in Large Family Firms: A Principal—Agent Model (2011, neutral): “Klein (2000) reports that 56% of all German family firms have at least one nonfamily member on their top management teams.”
Latent Profile Analysis (2017, background): “, 2014), and the potential diversity of ideas and longevity/dynasty aspirations (Casson, 1999; Kellermanns & Eddleston, 2004; Klein, 2000), we chose the number of generations currently working in the firm and firm age in our analysis.”
The Impact of Family Ownership, Management and Governance on Innovation (2015, neutral): “Despite being the most prevalent type of business (Klein, 2000; La Porta et al., 1999; Morck and Yeung, 2003; Sharma, 2004), family firms have received limited attention in the”
Family firm research: sketching a research field (2011, background): “Family firms are often said to be the originating form of business activity (Wakefield, 1995) that dominate the economic landscape of most major economies in the world (Astrachan and Shanker, 2003; Heck and Stafford, 2001; Klein, 2000; Morck and Yeung, 2003; Shanker and Astrachan, 1996).”