Implications of Intra-Family and External Ownership Transfer of Family Firms: Short-Term and Long-Term Performance Differences

By Karl J. Wennberg, Johan Wiklund, Karin Hellerstedt, Mattias Nordqvist. 2011

172 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/3a1e1c436e042b5bea866bbc0e9a4cf2f9c5ac95

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In Organizational Behavior and Human Resource Management

Citations in the corpus

CEO Succession Mechanisms, Organizational Context, and Performance: A Socio‐Emotional Wealth Perspective on Family‐Controlled Firms (2014, methodology): “, Card and Krueger, 1993), DiD models have recently been extended to management research (e.g., Huang and Murray, 2009; Valentini, 2012; Wennberg et al., 2011).”
The role of information asymmetry in the choice of entrepreneurial exit routes (2014, background): “For example, a recent study by Wennberg et al. (2011) on Swedish family firms indicates that family internal successions as compared to external transfers of control are associated with higher likelihood of survival but inferior short- and long-term performance.”
What do we really mean when we talk about ‘exit’? A critical review of research on entrepreneurial exit (2014, unknown): “In the family firm context, this relates primarily to the next generation of family business members, and the family business literature indicates that strategies for exiting by selling the firm, or by passing it on to someone in the family, differ greatly (Wennberg et al., 2011).”
To Merge, Sell, or Liquidate? Socioemotional Wealth, Family Control, and the Choice of Business Exit (2019, unknown): “First, we controlled for CEO age as a proxy for a CEO’s experience and career, which can affect the decision to continue or exit the business (Wennberg et al., 2011).”
Making sense of entrepreneurial exit strategies: A typology and test (2015, background): “…nature (i.e., exit of firms from the market and exit of founders from the firm) (Wennberg, 2008), 2) the critical distinction between exit and failure (Bates, 2005; Headd, 2003; Wennberg et al., 2010), and 3) the various routes of entrepreneurial exit (Wennberg, 2008; Wennberg et al., 2011).”
Untangling the relationships among growth, profitability and survival in new firms (2013, unknown): “EBIT has been argued to be relevant to business managers as it is less likely to be influenced by low asset bases, as is common in the service sector (Kviluoto, 2011; Wennberg et al., 2011).”
Incumbents’ Attitude Toward Intrafamily Succession (2016, background): “We are very aware that IFS is not always the optimal option for family firms (Le Breton-Miller et al., 2004; Wennberg et al., 2011).”
Exit Strategies in Family Firms: How Socioemotional Wealth Drives the Threshold of Performance (2013, unknown): “…1997) and entrepreneurship literature (e.g., DeTienne, 2010), surprisingly few scholastic works have been devoted to the study of family firm exit strategies other than succession (e.g., Salvato et al., 2010; Sharma & Manikutty, 2005; Wennberg et al., 2011; Zellweger, Kellermanns, et al., 2012).”