A Leadership Perspective of Reciprocal Stewardship in Family Firms

By Allison W. Pearson, Laura E. Marler. 2010

145 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/77d71218d53d06c542a0410cec7b72b4ef324573

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

How Familial Is Family Social Capital? Analyzing Bonding Social Capital in Family and Nonfamily Firms (2018, background): “The kinship nature of the relations between family members and their common family life render these relations structurally unique and stronger than those among nonfamily members (Pearson & Marler, 2010; Zellweger, Kellermanns, Eddleston, & Memili, 2012).”
Governance and Trust in Family Firms: An Introduction (2010, background): “They apply LMX theory to propose that family social capital can be used to foster a stewardship culture in family firms and argue that family firm leaders who create more high-quality exchange relationships with both family and nonfamily employees are best able to create a reciprocal stewardship cul”
Are Family Firms Good Employers (2017, background): “…stewardship could also be motivated by familial altruism, along with desires for financial and employment security for the family (Madison et al.,2016; Pearson & Marler, 2010) or dynastic motivations to preserve transgenerational control of the firm (Zellweger, Kellermanns, Chrisman, & Chua, 2012).”
Roots to Grow: Family Firms and Local Embeddedness in Rural and Urban Contexts (2018, background): “In family firms, social relationships are indeed the building blocks of the family organizational structure (Arregle et al., 2007) and are characterized by long-term generalized reciprocity and trust among firm members (Long & Mathews, 2011; Pearson & Marler, 2010).”
The Adolescence of Family Firm Research (2012, unknown): “Furthermore, Pearson and Marler (2010) argued that stewardship behavior by firm leaders prompted by the pursuit of noneconomic goals can have spillover effects on nonfamily employees and reduce their propensity for opportunistic behavior and, therefore, the costs of managing and supervising a…”