Is family leadership always beneficial

By David Miller, Alessandro Minichilli, G. Corbetta. 2013

419 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/96bb79f0af8f2d0f2c5be762aa18de2f0d92a105

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In Accounting

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

The Effect of Organizational Characteristics on the Appointment of Nonfamily Managers in Private Family Firms (2015, background): “The literature indicates that these organizational characteristics are among the most important organizational characteristics related to the need for new expertise, which may not be available within the limited pool of family managers (e.g., Cerrato & Piva, 2012; Chang, Wu, & Wong, 2010; Fernández ”
Driving factors of innovation in family and non-family SMEs (2018, background): “In the following, we elaborate the principal agent (Jensen and Meckling 1976), the principal problem (Le Breton-Miller et al. 2011; Miller et al. 2013) as well as approaches which highlight the local embeddedness of family firms (e.”
Family involvement and firms’ establishment mode choice in foreign markets (2016, background): “13 A complementary explanation relies upon the specific structure of control in Italian FFs, which exhibits high concentration, with families often acting as powerful blockholders (Miller et al., 2013).”
Ownership of Corporations (2016, background): “Evidence also suggests that the performance-family ownership relationship weakens as firm size increases (Chu, 2011; Miller et al., 2013).”
Family firms in the global economy: Toward a deeper understanding of internationalization determinants, processes, and outcomes (2018, background): “In both cases, while the consequences on performance are relatively evident (Miller, Minichilli, and Corbetta, 2013), the effect of the distinctive agency issues of family firms on internationalization are far from clear.”
CEO Succession Mechanisms, Organizational Context, and Performance: A Socio‐Emotional Wealth Perspective on Family‐Controlled Firms (2014, methodology): “These represent widely used sources of information for private firms in Italy (see, e.g., Amore et al., 2011, 2014; Miller et al., 2013).”
Economic and Technological Importance of Innovations in Large Family and Founder Firms (2013, background): “(Miller et al., 2012).”
Investigating environmental sustainability in small family-owned businesses: Integration of religiosity, ethical judgment, and theory of planned behavior (2021, background): “There are notable differences in the management of family- and non-family-owned businesses (Miller et al., 2013; Naldi et al., 2007); the former is defined by characteristics such as the involvement of family members in strategic and tactical decision-making, overlapping activities between the busin”