Family Firms and Social Responsibility: Preliminary Evidence from the S&P 500

By W. Dyer, David A. Whetten. 2006

1,045 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/61965c8037bfb1e65e1972b38bf6895e36d47366

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 Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

How to Pay Nonfamily Managers in Large Family Firms: A Principal—Agent Model (2011, neutral): “CSR indicates a firm’s care about stakeholders and can be seen as a proxy for the pursuit of long-term goals (Dyer and Whetten, 2006; Fombrun and Shanley, 1990).”
Entrepreneurial Risk Taking of Private Family Firms (2013, background): “Also, the failure of high-risk projects could damage the family’s name and reputation, both of which are of great importance to family business owners (Dyer & Whetten, 2006).”
Empirics in Family Business Research (2016, background): “For instance, Dyer and Whetten (2006) demonstrate that family businesses, because of their image and reputation concerns, act more socially responsible than nonfamily businesses.”
Corporate social responsibility disclosure and market value: Family versus nonfamily firms (2017, background): “Due to the potentially close link between firm and family reputation, Dyer and Whetten (2006) find that family firms pursue significantly fewer activities causing concern regarding social responsibility and environmental management than do firms without family involvement.”
Ability and Willingness as Sufficiency Conditions for Family‐Oriented Particularistic Behavior: Implications for Theory and Empirical Studies (2014, background): “As Table 1 shows, researchers have measured ability as discretion in terms of the family’s ownership control (Carney and Gedajlovic 2002; Dyer and Whetten 2006; Gómez-Mejía et al. 2007; McConaughy, Matthews, and Fialko 2001; Mishra, Randøy, and Jenssen 2001; Randoy and Goel 2003; Westhead, Cowling, ”
Relationships between Corporate Social Responsibility and Financial Performance: What is the Causality? (2015, neutral): “It is important take into account the nature of the business – familial or non-family – insofar as it may have a positive impact on both the level of social responsibility (Dyer Jr. & Whetten, 2006; Bingham et al ., 2011), and financial performance (Anderson & Reeb, 2003; Sraer & Thesmar, 2007).”
Resilience of Family Firms: An Introduction (2011, background): “Indeed, there is a growing recognition in the literature that noneconomic goals can lead to more enlightened strategies (e.g., Dyer & Whetten, 2006), that family resources can be critical to new venture creation (Steier, 2007), and that the intention for transgenerational sustainability is a…”
Are Family Firms Really More Socially Responsible? (2014, background): “…2011), most research dealing with the link between family firms and CSR has focused almost exclusively on a single dimension of companies’ social actions, namely the environment, while when several dimensions have been considered, they have been treated in a preliminary way (Dyer & Whetten, 2006).”
The Social and Economic Mission of Social Enterprises: Dimensions, Measurement, Validation, and Relation (2015, neutral): “Researchers define organizational identity as members’ shared perceptions about their organization’s central, distinctive, and enduring qualities (Brickson, 2007; Dutton & Dukerich, 1991; Dutton, Dukerich, & Harquail, 1994; Dyer & Whetten, 2006; Fiol, 1991, 2001, 2002; Foreman & Whetten, 2002).”
Fusing family and firm: Employee perceptions of perceived homophily, organizational justice, organizational identification, and organizational commitment in family businesses (2010, methodology): “However, much of previous research only considers the identity development and identity conflict of family member employees (Dyer & Whetten, 2006; Reay, 2009; Shepherd & Haynie, 2009a, 2009b; Sundaramurthy & Kreiner, 2008), as they are the employees who constantly struggle to manage their family…”
Ownership of Corporations (2016, background): “For example, family owners are expected to pursue long-term goals to preserve their economic wealth (Dyer & Whetten, 2006).”