The Impact of Human Resource Practices and Compensation Design on Performance: An Analysis of Family‐Owned SMEs

By Dawn S. Carlson, N. Upton, S. Seaman. 2006

245 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/3cb001706aba7cc294b6efd85e47181c7c20d4a3

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. Esra Memili
2. H. Fang
3. Robert V. Randolph
4. James J. Chrisman
5. Alfredo De Massis
6. Thomas M. Zellweger
7. Franz Willi Kellermanns
8. Jess H. Chua

In Management of Technology and Innovation

1. Esra Memili
2. H. Fang
3. James J. Chrisman
4. Robert V. Randolph
5. Alfredo De Massis
6. Thomas M. Zellweger
7. Franz Willi Kellermanns
8. J. Kotlar

In Organizational Behavior and Human Resource Management

1. Esra Memili
2. H. Fang
3. James J. Chrisman
4. Robert V. Randolph
5. Alfredo De Massis
6. Thomas M. Zellweger
7. Franz Willi Kellermanns
8. J. Kotlar

Citations in the corpus

• Does Size Matter? The Moderating Effects of Firm Size on the Employment of Nonfamily Managers in Privately Held Family SMEs (2016, background): “Furthermore, larger family firms have more resources with which to devise formal monitoring systems to ensure that managers comply with the mandates of owners, and to provide incentive compensation systems to align the interests of managers with owners; potentially reducing the risk of agency confli”
• Planning for Growth: Life Stage Differences in Family Firms (2013, unknown): “Therefore, consistent with much research in entrepreneurship (Carlson et al., 2006), we used growth as our dependent variable.”