An Exploratory Comparison of the Behavioral Dynamics of Top Management Teams in Family and Nonfamily New Ventures: Cohesion, Conflict, Potency, and Consensus

By Michael D. Ensley, Allison W. Pearson. 2005

432 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/3b848e6fa2a4856f313861c1d33baeab78c78906

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Citations in the corpus

Paradigms and Theory Building in the Domain of Business Families (2009, background): “…a framework to understand the role of social forces on divestment decisions in family firms (Sharma & Manikutty, 2005), design a longitudinal model of family firm resource management (Kellermanns, 2005), and study the synergies in top management teams in family firms (Ensley & Pearson, 2005).”
The Family's Financial Support as a “Poisoned Gift”: A Family Embeddedness Perspective on Entrepreneurial Intentions (2017, positive): “12 Second, cohesiveness triggers feelings of responsibility for preserving and enhancing family assets (Lansberg and Astrachan 1994), and the sharing of norms, values and beliefs in cohesive families creates strong trust among members (Ensley and Pearson 2005).”
Entrepreneurship and Family Firm Research: A Bibliometric Analysis of An Emerging Field* (2016, background): “…suggest that in either a general or particular case (new or corporate venturing, franchises, exit, or divestment), the family business offers a suitable environment to achieve a more effective and less costly use of resources (Ensley and Pearson 2005; Morris et al. 2010; Sharma and Manikutty 2005).”
Why is Family Firms’ Internationalization Unique? A Meta–Analysis (2017, background): “Moreover, family involvement and proximity (Nordqvist, 2005) can also reduce members’ perceived risks associated with complex investment decisions (James) that accompany internationalization (Zahra).”
A Longitudinal Examination of the Relationship Between Team Leadership and Performance (2010, background): “Several empirical studies in the team literature have examined cohesion and conflict as separate constructs (e.g., Ensley & Pearce, 2001; Ensley & Pearson, 2005; Ensley, Pearson, & Amason, 2002; Sullivan & Feltz, 2001).”
Family Orientation: Individual-Level Influences on Family Firm Outcomes (2008, background): “Another arena where family orientation might enhance understanding of family systems relates to the sources and consequences of conflict (e.g., Ensley & Pearson, 2005; Filbeck & Smith, 1997).”
The internationalization of small and medium-sized enterprises: the effect of family management, human capital and foreign ownership (2010, background): “A higher level of family involvement in management may result in greater cohesion and shared strategic vision within the management team (Ensley and Pearson 2005) and, consequently, in fewer conflicts compared to nonfamily managerial teams.”
Socioemotional Wealth and Earnings Management in Private Family Firms (2010, background): “First of all, as more and more generations are involved in the business, family ties become weaker and each family branch will place the needs of its own nuclear household first (Ensley & Pearson, 2005; Gersick et al., 1997).”
Natural Environment, Market Orientation, and Firm Innovativeness: An Organizational Life Cycle Perspective (2011, result): “Although our response rate is slightly lower than rates reported in other Figure 1 Hypothesized Relationships studies (e.g., Ensley and Pearson 2005; Nager, Aronoff, and Ward 1995), it remains within the range of reported response rates of surveys targeting topmanagement team members (e.g.,…”
Top management team conflict and entrepreneurial strategy making in China (2009, background): “Indeed, scholars have paid attention to how conflicts among entrepreneurial team members affect new venture performance (Ensley & Pearson, 2005).”
Researching Long-Term Orientation (2014, background): “With specific respect to family firms, Lumpkin and Brigham (2011) note that futurity, as a shared mind-set among the dominant coalition, will be stronger in family firms than nonfamily firms (Ensley & Pearson, 2005).”