Value Is in the Eye of the Owner

By Thomas M. Zellweger, Tobias Dehlen. 2012

149 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/bc155d27caaed41c1ce591283e97559177e3cd41

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In Management of Technology and Innovation

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Citations in the corpus

Preserving Socioemotional Wealth in Family Firms: Asset or Liability? The Moderating Role of Business Context (2013, background): “…of short-term financial objectives (Gomez-Mejia et al., 2007) Setting a higher acceptable sale price for the business than do other equity holders (Zellweger & Dehlen, 2011) Reputation: Sustaining family image and reputation, building social capital Responsible employment practices (Zellweger…”
Financial Wealth, Socioemotional Wealth, and IPO Underpricing in Family Firms: A Two-stage Gamble Model (2017, background): “…extending the endowment effect to family firms, the SEW associated with family ownership should increase family owners’ perceptions of the firm’s total value and discourage selling ownership shares at a discountedprice (Astrachan& Jaskiewicz, 2008; Zellweger & Dehlen, 2012; Zellweger et al., 2012).”
“SEW” What Do We Know and Where Do We Go? A Review of Socioemotional Wealth and a Way Forward (2020, background): “Thus, SEW may serve as a point of reference for decision makers (Nason et al., 2019; Zellweger & Dehlen, 2012), such that principals of family businesses may be willing to accept levels of risk that result in economic loss to prevent reducing the SEW endowment (Gómez-Mejía et al., 2007).”
CEO Succession Mechanisms, Organizational Context, and Performance: A Socio‐Emotional Wealth Perspective on Family‐Controlled Firms (2014, background): “A limitation of the SEW perspective is indeed to assume that all family members are equally oriented and motivated towards protecting SEW endowment as their ultimate goal (Gomez-Mejia et al., 2011), while they may in fact diverge on both goals and affection to the firm (Zellweger and Dehlen, 2012).”
Strategic agility and international joint ventures: The willingness-ability paradox of family firms (2020, background): “Given that family firms want to keep strong their reputation, as it is an important socioemotional goal (Berrone et al., 2010; Zellweger and Dehlen, 2012) it is reasonable to argue that family firms will be more prone to avoid opportunistic behaviours, make more efforts to save the amicability of th”
Family Ownership and R&D Intensity in Small‐ and Medium‐Sized Firms (2015, background): “This is because R&D investments that do not lead to successful innovations have fewer consequences on the family’s SEW and are thus less risky for family owners concerned about preserving their SEW endowment (Zellweger and Dehlen, 2012).”
More Than Meets the Eye: A Review and Future Directions for the Social Psychology of Socioemotional Wealth (2018, background): “…research and consequently mirror several theoretical mechanisms related to motivation that can be found in social psychology (cf. Berrone et al., 2010; Gómez-Mejía et al., 2007; Kellermanns, Eddleston, & Zellweger, 2012; Zellweger & Dehlen, 2012; Zellweger, Kellermanns, Chrisman, & Chua, 2012).”
Technological Innovation Inputs, Outputs, and Performance (2016, background): “…et al. 331 risks, betting decidedly on its technological innovation outcomes to obtain a proper performance in the current changing environment, then they may actually be more risk taking and may be endangering the preservation of their socioemotional endowment (Zellweger & Dehlen, 2011).”
Family Firm(s) Outcomes Model: Structuring Financial and Nonfinancial Outcomes Across the Family and Firm (2017, background): “Mere ownership tends to be emotionally gratifying because possessions become symbolic extensions of the self, taking on a unique affective significance (Kahneman, Knetsch, & Thaler, 1990; Zellweger & Dehlen, 2012).”