Agency Relations within the Family Business System: An Exploratory Approach

By L. V. Berghe, Steven Carchon. 2003

151 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/165e201d15003ac2e33cec2bf42102871d778119

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Citations in the corpus

Tax aggressiveness in private family firms: An agency perspective (2014, background): “…several beneficial effects such as the creation of a selfreinforcing system of incentives encouraging family members to be considerate of one another (Schulze, Lubatkin, & Dino, 2003a) and the enforcement of incentives to communicate and cooperate with each other (Van den Berghe & Carchon, 2003).”
The Impact of Family Control on the Performance and Financial Characteristics of Family Versus Nonfamily Businesses in Japan: A Matched-Pair Investigation (2008, unknown): “The neoinstitutional perspective, which considers an enterprise a social construction, suggests that the set of values shared by managers and family shareholders, such as trust (Chami, 1999; Fukuyama, 1995) or altruism (Van den Berghe & Carchon, 2003), can enhance performance.”
Innovation in family firms: an empirical analysis linking organizational and managerial innovation to corporate success (2011, background): “Widely recognized, family firms account for 85% of all enterprises in the OECD countries as well as for 70–80% of all enterprises in Europe (Van den Berghe and Carchon 2003; Mandl 2008) as well as in the USA (Potts et al. 2001; Astrachan and Shanker 2003).”
Family and non-family business resilience in an economic downturn (2012, background): “Therefore, success draws on the set of values that family members share, such as trust (Fukuyama 1995, Chami 1999) and altruism (Van den Berghe and Carchon 2003).”
The Determinants of Employee Compensation in Family Firms: Empirical Evidence (2007, background): “…of the firm is spread out among a large number of owners (nonfamily firm), a situation that CEOs can use to protect their personal investment by taking decisions that do not necessarily maximize the shareholders’ objective function (Van den Berghe & Carchon, 2003), thus assuming less risk.”
Family Firm Types Based on the Professionalization Construct (2013, background): “…and distributive injustice, which will urge family firms to professionalize their business in other ways rather than hiring nonfamily managers (GomezMejia, Nuñez-Nickel, & Gutierrez, 2001; Lubatkin et al., 2005; Schulze, Lubatkin, & Dino, 2003; Songini & Gnan, 2009; Van den Berghe & Carchon, 2003).”
Family‐Owned Business Succession: The Influence of Pre‐performance in the Nomination of Family and Nonfamily Members: Evidence from Spanish Firms (2010, background): “and governance (Schulze et al., 2001; Van den Berghe and Carchon, 2003 ).”