Family Control and Family Firm Valuation by Family CEOs: The Importance of Intentions for Transgenerational Control

By Thomas M. Zellweger, Franz Willi Kellermanns, James J. Chrisman, Jess H. Chua. Organ. Sci., 2012

791 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/55efeb0787b41af87b36c267af2fdd61e9b9d5f1

How researchers see this paper

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

In Accounting

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

The entrepreneurial orientation–performance relationship in private family firms: the moderating role of socioemotional wealth (2014, background): “Also, creating or saving jobs for other family members is an essential part of the SEW construct because evidence has shown that passing the firm to the next generation (Zellweger et al. 2012) and creating employment for family members (Cruz et al.”
Family ownership and R&D investment: The role of growth opportunities and business group membership (2015, methodology): “…potential is conducive to survival and thus consistent with family owners' interest in long-term control goals (cf. Chrisman & Patel, 2012; Greve, 2008; Zellweger et al., 2012), indicating that family owners' influence on R&D investment may rely on their judgment of the loss of growth potential.”
Incumbents’ Attitude Toward Intrafamily Succession (2016, methodology): “Venter, Boshoff, & Maas, 2005), number of family shareholders, and duration of the family’s ownership of the business (Zellweger et al., 2012).”
Family Ownership and R&D Intensity in Small‐ and Medium‐Sized Firms (2015, background): “This means that family owners tend to act after evaluating how decisions will affect their SEW endowment (Berrone et al., 2010; Gomez-Mejia et al. 2007; Zellweger et al., 2012).”
CEO Succession Mechanisms, Organizational Context, and Performance: A Socio‐Emotional Wealth Perspective on Family‐Controlled Firms (2014, background): “…family owners frame important decisions by assessing how actions will affect their SEW, that is ‘the stock of affect related value that the family has invested in the firm’ (Berrone et al., 2010, p. 82), beyond economic and financial implications (Gomez-Mejia et al., 2007; Zellweger et al., 2012).”