Self–Serving or Self–Actualizing? Models of Man and Agency Costs in Different Types of Family Firms: A Commentary on “Comparing the Agency Costs of Family and Non–family Firms: Conceptual Issues and…

By G. Corbetta, Carlo Salvato. 2004

735 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/904ac2380e11a393ca2773769bcdc0248d8c03c8

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Citations in the corpus

Are Family Firms Good Employers (2017, background): “…and in line with stewardship perspectives (e.g., Davis et al., 1997; Donaldson & Davis, 1991), this evidence lends support to the notion that family firms are good employers (Corbetta & Salvato, 2004; Eddleston & Kellermanns, 2007; Miller et al., 2008; Pittino, Visintin, Lenger, & Sternad, 2016).”
Does Size Matter? The Moderating Effects of Firm Size on the Employment of Nonfamily Managers in Privately Held Family SMEs (2016, neutral): “Third, the current study is embedded in the ongoing discussion of the heterogeneity of family firms (Corbetta & Salvato, 2004; Sharma, 2004; Stewart & Hitt, 2012; Westhead & Howorth, 2007).”
Firm Philanthropy in Small- and Medium-Sized Family Firms (2014, neutral): “Their goals are aligned with the interests of the organization, which must be nurtured to support future generations (Corbetta & Salvato, 2004) and contribute to the community in which the firm operates (Miller & Le Breton-Miller, 2005).”
The role of information asymmetry in the choice of entrepreneurial exit routes (2014, background): “…that intrinsically motivated candidates act as stewards rather than as agents, they might feel demotivated by the incumbent's control mechanisms (Chrisman et al., 2007) which “lower stewards' motivation, negatively affecting their pro-organizational behavior” (Corbetta and Salvato, 2004, p.360).”
Are family managers agents or stewards? An exploratory study in privately held family firms (2007, background): “Family managers are presumed to behave this way because they subordinate personal goals to family goals, pursue non-financial goals, and abide by relational contracts that govern family firm behavior (Corbetta and Salvato, 2004).”
Innovativeness in family firms: a family influence perspective (2010, background): “Factors such as reciprocal altruism (Corbetta and Salvato 2004; Eddleston and Kellermanns 2007), care for future generations (Le BretonMiller and Miller 2006; Miller and Le Breton-Miller F.”
Psychological ownership, knowledge sharing and entrepreneurial orientation in family firms: The moderating role of governance heterogeneity (2018, neutral): “In family firms, PO results in the development of a sense of stewardship toward the organization (e.g., Corbetta & Salvato, 2004; Hernandez, 2012) and has been viewed as a source of entrepreneurial behavior, as it creates the perception of a common purpose and stimulates family members' engagement…”
The Temporal Evolution of Proactiveness in Family Firms (2013, background): “It follows that, in the founding stage of the family firm life cycle, family stewards will gain utility from succeeding in the business, and a “self-actualizing” model of men is most likely to be observed among family members (Corbetta & Salvato, 2004).”
Ability and Willingness as Sufficiency Conditions for Family‐Oriented Particularistic Behavior: Implications for Theory and Empirical Studies (2014, background): “managers are assumed to be aligned with those of their businesses (Corbetta and Salvato 2004).”
A Socioemotional Wealth Perspective on how Collaboration Intensity, Trust, and International Market Knowledge affect Family Firms' Multinationality (2016, background): “For example, ties with non-family members may put the family’s SEW at risk due to low goal alignment (e.g., Corbetta & Salvato, 2004; Davis, Allen, & Hayes, 2010) regardless of the joint understanding collaboration intensity creates.”