Creating Value Across Generations in Family-Controlled Businesses: The Role of Family Social Capital

By Carlo Salvato, L. Melin. 2008

396 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/12af64bf2068d8af67246e8d59610f1d17064771

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Citations in the corpus

International Opportunity Recognition among Small and Medium‐Sized Family Firms* (2011, positive): “It has been argued that this is due to the strong internal ties of family firms, based on trustful relationships between family members (Gomez-Mejia, Makri, and Kintana 2010; Salvato and Melin 2008).”
Resourcing new businesses: social networks, bootstrapping and firm performance (2010, background): “Successful entrepreneurs have a balance between strong and weak ties in their social networks (Jones 2005; Newell, Tansley, and Huang 2004; Salvato and Melin 2008).”
Innovation with Limited Resources: Management Lessons from the German Mittelstand (2018, background): “The owner-managers’ commitment to their firms is also reflected in the underlying common values (Salvato and Melin, 2008) engendering an exceptional quality-oriented management spirit.”
Knowledge Internalization and Product Development in Family Firms: When Relational and Affective Factors Matter (2016, background): “Therefore, family social capital enhances PD primarily because close social relations, mutual trust, and time spent together allow family members to internalize and thus use their expert knowledge to modify or build new products (Salvato & Melin, 2008).”
Network ties in the international opportunity recognition of family SMEs (2011, background): “It seems that although family firms have strong internal ties (Arregle et al., 2007; Salvato & Melin, 2008), these ties do not enhance their internationalization.”
Dynamic capabilities and trans-generational value creation in family firms: The role of organizational culture (2010, background): “…received considerable research attention in the strategic management literature (e.g. Teece et al., 1997; Eisenhardt and Martin, 2000; Zollo and Winter, 2002), only few works have been devoted to the study of dynamic capabilities in family firms (Chirico and Salvato, 2008; Salvato and Melin, 2008).”
Owner‐Management, Firm Age, and Productivity in Italian Family Firms (2014, background): “…to exchange knowledge more efficiently, and with greater privacy, than non-family firms and to develop specific knowledge and dynamic capabilities for resource-recombination which remain within the family and the business through the generations (Chirico and Salvato, 2008; Salvato and Melin, 2008).”
Accessing Resources from Innovation Partners: The Search Breadth of Family SMEs (2012, background): “Further, with prior work on family firms’ external social capital mainly highlighting potential advantages of family control (e.g., Arregle et al. 2007; Salvato and Melin 2008), our study suggests some boundary conditions to these benefits; specifically, our results suggest family firms may be disad”
How Familial Is Family Social Capital? Analyzing Bonding Social Capital in Family and Nonfamily Firms (2018, background): “Firm performance is influenced not only by the uniqueness of a resource (family involvement) but also by how this resource is leveraged and managed (Barney & Arikan, 2001; Salvato & Melin, 2008).”
Family Capital of Family Firms (2009, background): “Social capital theory focuses on how quality, content, and structure of social relationships affect other resource flows and facilitate sustainability (Salvato & Melin, 2008; Wright, Cullen, & Miller, 2001).”
A farewell to the business: Championing exit and continuity in entrepreneurial family firms (2010, background): “overlooked topic of business exit in trans-generational entrepreneurship (Habbershon and Pistrui, 2002; Salvato and Melin, 2008; Chirico and Nordqvist, 2008).”
Image and reputation of family firms: a systematic literature review of the state of research (2018, background): “The active involvement of family members in community networks helps create a unique family firm image, which constitutes a competitive advantage (Salvato and Melin 2008; Zellweger et al. 2012).”
Researching Long-Term Orientation (2014, background): “Indeed, scholars have noted that family firms do not all approach E/E activities the same way nor do they become equally proficient at managing these activities (Salvato & Melin, 2008; Sharma & Salvato, 2011).”