Structural Power Equality between Family and Non-Family TMT Members and the Performance of Family Firms

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Strategic agility and international joint ventures: The willingness-ability paradox of family firms (2020, background): “…and its possession influence the hierarchical structure and informal social relations within the firm (Cannella et al., 2015; Cruz et al., 2010; Patel and Cooper, 2014), enhancing collaboration among family firm members, so that there will be greater ability to make clear collective…”
How Doctors Gain Social and Economic Returns in Online Health-Care Communities: A Professional Capital Perspective (2017, background): “We propose that status capital and decisional capital complement each other [8, 54, 72].”
Perceived Parental Behaviors and Next-Generation Engagement in Family Firms: A Social Cognitive Perspective (2018, background): “…time, as a longer association between the owner and non-family members fosters family trust toward these members, supporting participation in decision-making processes (Patel & Cooper, 2014) and reducing the distance between upper echelons and the rest of the organization (Verbeke & Kano, 2012).”
The dysfunctions of power in teams: A review and emergent conflict perspective (2017, background): “Similarly, in management teams, unequal pay has been linked to poorer ﬁ rm performance (e.g., Patel & Cooper, 2014; Rulke & Galaskiewicz, 2000).”