The Dependence of Family Businesses on a Single Decision‐Maker

By Tammi S. Feltham, Glenn D. Feltham, James Barnett. 2005

252 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/8eb9816e69ddc3cf7f947cc83c9b30f9b5f1a3f4

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. Wim Voordeckers
2. L. Stanley
3. Franz Willi Kellermanns
4. Christian Koropp
5. J. Van den heuvel
6. Dietmar Grichnik
7. Anita Van Gils
8. Thomas M. Zellweger

In Management of Technology and Innovation

1. L. Stanley
2. Wim Voordeckers
3. Franz Willi Kellermanns
4. Christian Koropp
5. J. Van den heuvel
6. Dietmar Grichnik
7. Anita Van Gils
8. Thomas M. Zellweger

In Organizational Behavior and Human Resource Management

1. Wim Voordeckers
2. L. Stanley
3. Franz Willi Kellermanns
4. Christian Koropp
5. J. Van den heuvel
6. Dietmar Grichnik
7. Anita Van Gils
8. Thomas M. Zellweger

Citations in the corpus

• Board Composition in Small and Medium‐Sized Family Firms** (2007, methodology): “Because the CEO is often the dominating person in family firms (Feltham, Feltham, and Barnett 2005; Fiegener et al. 2000a; Westhead 1999), this study focuses on the relationship between board composition and two important CEO characteristics: CEO power and CEO education.”
• Financial Decision Making in Family Firms (2014, background): “Financing decisions in family firms are usually made by a single decision maker, typically an owner-manager (e.g., Donckels & Fröhlich, 1991; Feltham et al., 2005).”