Relational and Contractual Governance in Family Firms: Effects on Strategic Decision Making

By Mikko Mustakallio, Erkko Autio, Shaker A. Zahra. 2002

543 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/86289a62aacf7d63f165b5a0376bea973e05bcf6

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Citations in the corpus

Private Firms and Corporate Governance: An Integrated Economic and Management Perspective (2007, background): “As pointed out by Mustakallio et al. (2002), family firms possess many features that make their governance particularly challenging.”
CEO Tenure in Taiwanese Family and Nonfamily Firms: An Agency Theory Perspective (2006, background): “Mustakallio, Autio, and Zahra (2002) also provided a family business governance model, addressing social capital effects on strategic decision making.”
Financial Decision Making in Family Firms (2014, background): “Therefore, we argue that financial decision making in family firms is largely influenced by norms held within the family (Mustakallio et al., 2002).”
Why is Family Firms’ Internationalization Unique? A Meta–Analysis (2017, background): “For instance, Mustakallio et al. (2002) showed the importance of “relational governance” (i.e., based on a family’s social capital and trust) in family firms for their strategic decision quality.”
Governance Mechanisms and Family Firms (2018, background): “Such governance relies on social control mechanisms, positive ones such as mutual trust, shared attitudes, and common values (Mustakallio et al., 2002; Eddleston et al., 2010) and negative ones such as the family’s unique ability to discipline family members through deprivation of relationships, as ”
Board compensation and ownership structure: empirical evidence for Italian listed companies (2011, background): “While the literature on the role and the structure of board of directors in small and medium enterprises and in family firms is quite large and still growing (Pearce and Zahra 1991; Johnson et al. 1996; Huse 2000; Schulze et al. 2001, 2002; Mustakallio et al. 2002 ), more limited empirical evidence”
Board diversity and firm performance: evidence from the U.K. SMEs (2017, background): “In SMEs, it is common that ownership, boards and topmanagement overlap, in terms of having the same people involved at all levels (Mustakallio, Autio, and Zahra 2002).”
The role of family ownership in international entrepreneurship: exploring nonlinear effects (2012, background): “It has been shown that families have significant influence on decision making in their businesses (Mustakallio et al. 2002), thus it follows that they would strongly affect international entrepreneurship.”
The economics of COVID-19: initial empirical evidence on how family firms in five European countries cope with the corona crisis (2020, background): “Family firms in particular with a large number of shareholders and external directors may end up in greater trouble than non-family firms in crisis situations as family owners’ interests may diverge from those of non-family managers (Mustakallio et al., 2002).”