Four Bases of Family Business Successor Commitment: Antecedents and Consequences

By Pramodita Sharma, P. Irving. 2005

564 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/391d0fd191ed831164511b57bc5817c562934438

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Creating Value Across Generations in Family-Controlled Businesses: The Role of Family Social Capital (2008, background): “…the ultimate explanation of FCBs’ competitive advantage lies deep in how controlling families perform the daily practice of strategy (Collins & Porras, 1994; Gersick, Davis, McCollom, & Lansberg, 1997; Johnson, Whittington, & Melin, 2003; Miller & Le Breton-Miller, 2004; Sharma & Irving, 2005).”
Preventing young farmers from leaving the farm: Investigating the effectiveness of the young farmer payment using a behavioural approach (2019, background): “Gender has also been identified as another factor, with some researchers having found that male potential successors are more likely to take over the family farm, and which may reflect familial norms related to the heir's gender (Sharma and Rao, 2000; Sharma and Irving, 2005; Cavicchioli et al., 201”
Perceived Parental Behaviors and Next-Generation Engagement in Family Firms: A Social Cognitive Perspective (2018, methodology): “Deep roots without wings cause a lack of self-confidence that binds next-generation members to the family firm as they do not believe their skills are marketable (Sharma & Irving, 2005).”
Should I stay or should I go? Career choice intentions of students with family business background (2011, background): “Despite a few noteworthy studies (e.g., Chrisman et al., 1998; Stavrou, 1999; Sharma and Rao, 2000; Birley, 2002; Sharma and Irving, 2005), little is known about the underlying attitudes and motivations of intentional successors and how they differ from intentional founders or employees.”
‘Types’ of private family firms: an exploratory conceptual and empirical analysis (2007, background): “…2000, Lynall et al. 2003) and ownership transfer and succession issues relating to private firms are also attracting academic and practitioner attention (Handler 1994, Morris et al. 1996, 1997, Birley et al. 1999, Bjuggren and Sund 2001, Sharma et al. 2003, Westhead 2003, Sharma and Irving 2005).”
Parent–Child Relationships: Planting the Seeds of Deviant Behavior in the Family Firm (2012, background): “…in the family firm due to lack of identity with the firm or lack of affective or normative commitment to the firm, others may feel compelled to join the business because they make a calculative commitment (Sharma & Irving, 2005) to protect inheritance rights or access to the firm’s resources.”
Knowledge Integration and Dynamic Organizational Adaptation in Family Firms (2008, background): “Based on the review of the existing literature, our analysis suggests that only those family firms characterized by high levels of internal social capital and affective commitment to change, and low levels of relationship conflicts, will be able to successfully adapt to dynamic markets.”
Environmental munificence for entrepreneurs: entrepreneurial alertness and commitment (2008, background): “Entrepreneurs with a high level of affective commitment to new businesses portray a strong belief in, acceptance of and an excitement about the goals of their new ventures ( Sharma and Irving, 2005”
Knowledge Internalization and Product Development in Family Firms: When Relational and Affective Factors Matter (2016, background): “Of these, affective commitment most influences entrepreneurial behaviors, fueling employees’ attention toward PD outcomes and driving them to overcome their resistance to autonomous knowledge internalization (Camelo-Ordaz et al.; Herscovitch & Meyer, 2002; Sharma & Irving, 2005).”
Group Faultlines (2012, background): “It is likely that the subgroup with family members would have multiple, overlapping alignments (e.g., brother, uncle, comanager) resulting in an integrated subgroup (Sharma & Irving, 2005) and great faultline depth.”
Deciding to Persist: Adversity, Values, and Entrepreneurs’ Decision Policies (2013, background): “Entrepreneurs make financial, social, and psychological investments over time and frequently perceive that switching to another venture or occupation would result in the loss of those investments (Sharma & Irving, 2005).”
Family Business Succession: What’s Motivation Got to Do With It? (2019, background): “…revision during their retirement preparation (Gagné et al., 2011), how the diversity of goals influences succession processes (Kotlar & De Massis, 2013), and the types of commitment to the family business successors have (Dawson, Sharma, Irving, Marcus, & Chirico, 2014; Sharma & Irving, 2005).”