Long–Term Orientation and Intertemporal Choice in Family Firms

By G. Lumpkin, Keith H. Brigham. 2011

596 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/9c87324daf8dea2551d647e179087fe36497213e

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Citations in the corpus

The “Other” Time: A Review of the Subjective Experience of Time in Organizations (2020, background): “A preference to think about and value the future (typically by top management; Lin et al., 2019*; Reilly et al., 2016*; see also Lumpkin & Brigham, 2011) M Mental time travel – Recalling the past or anticipating the future (Dane, 2018*; see also Suddendorf & Corballis, 2007) Milestones – Events…”
Researching Long-Term Orientation (2014, methodology): “Based on perceived deficiencies in construct development regarding LTO in the family business and management literature, Lumpkin and colleagues (Lumpkin & Brigham, 2011; Lumpkin et al., 2010) developed a holistic LTO construct that is conceptualized to operate at the level of the organization.”
Firm Philanthropy in Small- and Medium-Sized Family Firms (2014, unknown): “A long-term orientation is key for family firms seeking sustainability (Lumpkin, Brigham, & Moss, 2010); long-term monetary investments of family owners are beneficial not only in a financial but also in a noneconomic perspective (Lumpkin & Brigham, 2011).”
Reconceptualizing competitive dynamics: : A multidimensional framework (2015, background): “Moreover, they craft reward and incentive schemes based on adding value to stakeholders rather than producing short-term financial results (Lumpkin and Brigham, 2011).”
What do we know about Private Family Firms? A Meta–Analytical Review (2015, background): “…structure to generate near-term profitability and instead can place greater emphasis on balancing short-term necessity and long-term durability (Lumpkin & Brigham, 2011); alternatively, they may pursue less ambitious growth objectives depending upon their preference for economic versus…”
The impact of small- and medium-sized family firms on economic growth (2015, background): “Second, owing to a desire for transgenerational sustainability, family firms tend to be oriented toward the long term, which provides them with advantages in terms of continuity, perseverance, and self-control (James 1999; Lumpkin and Brigham 2011).”
Strategic agility and international joint ventures: The willingness-ability paradox of family firms (2020, background): “Prior research suggests that FBs are longer-term orientation compared to non-family business, owing to their multigenerational perspective and preference for stability (Lumpkin and Brigham, 2011).”
Innovation in Family Firms: A Systematic Literature Review and Guidance for Future Research (2018, background): “…of innovation in FFs. Mainstream innovation research has the opportunity to borrow concepts from the FF field, such as long-term orientation (Lumpkin and Brigham 2011) and transgenerational entrepreneurship (e.g. Zellweger et al. 2012), to understand how they might be applied and affect…”
Resilience of Family Firms: An Introduction (2011, background): “Lumpkin and Brigham (2011) tackle this theoretical problem head-on.”
Family Business Growth Around the World (2020, background): “Consistent with the transgenerational control view of family business (Miller & Breton- Miller, 2005, 2014; Lumpkin & Brigham, 2011), we find that family firms on average have higher growth rate than nonfamily firms, and this positive effect is significantly stronger in countries with superior…”