‘Types’ of private family firms: an exploratory conceptual and empirical analysis

By Paul Westhead, Carole Howorth. 2007

332 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/272c2ce88eb318a170ca785758465279e124a032

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Citations in the corpus

Ability and Willingness as Sufficiency Conditions for Family‐Oriented Particularistic Behavior: Implications for Theory and Empirical Studies (2014, background): “that has recently received more attention from family business researchers (e.g., García-Álvarez and López-Sintas 2001; Melin and Nordqvist 2007; Sharma and Nordqvist 2008; Westhead and Howorth 2007).”
CEO Compensation in Private Family Firms (2013, background): “As private family firms cannot be treated as a homogeneous group (Habbershon, Williams, & MacMillan, 2003; Westhead & Howorth, 2007), the nature and level of agency costs may vary across different types of private family firms.”
Entrepreneurial families and family firms (2010, background): “Although it is difficult to generalize, with its large heterogeneity, across the whole population of family businesses (Melin and Nordqvist 2007 ), it has been suggested that established family businesses engaging in corporate entrepreneurship are major contributors to economic development in many ”
Family Firm Types Based on the Professionalization Construct (2013, background): “The applied definition regards a firm as being a family firm if more than 50% of ordinary voting shares are owned by members of the largest single family group related by blood or marriage (Chrisman, Chua, & Litz, 2004; Chua et al., 1999; Westhead & Howorth, 2007).”
The impact of small- and medium-sized family firms on economic growth (2015, background): “Second, in recent years, family business researchers have increasingly recognized that family firms are heterogeneous (e.g., Chua et al. 2012; Westhead and Howorth 2007).”
Dynamic capabilities and trans-generational value creation in family firms: The role of organizational culture (2010, background): “Focusing on entrepreneurial family firms we also contribute to a deeper understanding of one important `type’ of family firm, thereby enhancing our knowledge about the heterogeneity of such ventures (c.f. Westhead and Howorth, 2007).”
Accessing Resources from Innovation Partners: The Search Breadth of Family SMEs (2012, background): “with varying degrees of socioemotional attachment to the firm and different cognitive backgrounds (Westhead and Howorth 2007).”
The Ability and Willingness Paradox in Family Firm Innovation (2015, background): “Heterogeneity of family firms in terms of their ownership, governance, objectives, resources, etc. may have implications for the paradox (Chua, Chrisman, Steier, and Rau, 2012; Westhead and Howorth, 2007).”
Influence of CEO characteristics in family firms internationalization (2017, background): “Moreover, the management positions and board presence are dependent on the family memberships (Fernández & Nieto, 2006; Westhead & Howorth, 2007) who, although they are supposed to compete for the same goals, they may conflict and influence the internationalization decision (Zahra, 2003).”
Does Size Matter? The Moderating Effects of Firm Size on the Employment of Nonfamily Managers in Privately Held Family SMEs (2016, neutral): “Third, the current study is embedded in the ongoing discussion of the heterogeneity of family firms (Corbetta & Salvato, 2004; Sharma, 2004; Stewart & Hitt, 2012; Westhead & Howorth, 2007).”
Latent Profile Analysis (2017, methodology): “Second, by applying LPA to family business research, we show that this method can make a significant contribution to, and has the ability to advance, the ongoing debate regarding family firm heterogeneity (e.g., Chua et al., 2012; Nordqvist et al., 2014; Westhead & Howorth, 2007).”
Family Control and Family Firm Valuation by Family CEOs: The Importance of Intentions for Transgenerational Control (2012, background): “In family firms, where the dominant coalition is controlled by family members, it seems likely that noneconomic goals related to the family itself would be especially important (Westhead and Howorth 2007).”
Socioemotional Wealth and Earnings Management in Private Family Firms (2010, background): “Although recent studies have acknowledged that family firms are a heterogeneous group (Corbetta & Salvato, 2004; Dyer, 2006; Sharma, 2004; Westhead & Howorth, 2007), up until now research on earnings management in public family firms has mainly considered family firms to be a homogeneous group.”