Why Do Some Family Businesses Out–Compete? Governance, Long–Term Orientations, and Sustainable Capability

By Isabelle Le Breton-Miller, Danny Miller. 2006

860 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/aec1b3219fb45ea04cee18e2c51a2aca21c6fc75

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

The Adolescence of Family Firm Research (2012, background): “…examined how the mixed motives inherent in family firms can lead to the development of valuable capabilities through more generous and less financially calculative investments in human, social, and reputational capital (Arregle et al., 2007; Le Breton-Miller & Miller, 2006; Sirmon & Hitt, 2003).”
Integrated Reporting and Investor Clientele (2015, background): “Because family firms have been shown to exhibit a long-term orientation and a better performance on environmental and social metrics (Le Breton-Miller and Miller 2006), one can think about IR and family ownership as substitute signals of a firm’s ability to integrate sustainability considerations…”
Psychological Ownership in Small Family-Owned Businesses: Leadership Style and Nonfamily-Employees’ Work Attitudes and Behaviors (2011, background): “For instance, family ownership has been found to foster a long-term orientation (Le Breton-Miller & Miller, 2006) and make layoffs less likely than in nonfamily firms (Block, 2010), reinforcing a stronger reciprocal employee–organization attachment.”
The relationship between innovation, knowledge, and performance in family and non-family firms: an analysis of SMEs (2013, background): “…of family firms, such as the differences in family involvement and the long-term orientation of family members, may affect many different aspects of the firm (Chrisman et al. 2010; Gedajlovic and Carney 2010; Ling and Kellermanns 2009; Le Breton-Miller and Miller 2006; Peng and Jiang 2010).”
An Attention‐Based View of Family Firm Adaptation to Discontinuous Technological Change: Exploring the Role of Family CEOs' Noneconomic Goals (2015, background): “For instance, Maula et al. (2013) recently showed how network partners affected the attention managers paid to upcoming changes in the information and communication industry and, ultimately, their organizations’ adaptations to those changes.”
Are Family Firms Good Employers (2017, background): “…actual firm conduct (i.e., the time horizon of an investment or employment decision), and the extent to which these are associated with the steward’s underlying motivation to take actions that benefit the welfare of other stakeholders (Breton-Miller & Miller, 2006; James, 1999; Zellweger, 2007).”
Family Business Succession and Its Impact on Financial Structure and Performance (2010, background): “Le Breton-Miller and Miller (2006) and Gersick, Davis, Hampton, and Lansberg (1997), for example, point to the importance of long-term relationships between family firms and external stakeholders such as banks.”