Filling the institutional void: The social behavior and performance of family vs non-family technology firms in emerging markets

By Danny Miller, Jangwoo Lee, Sooduck Chang, Isabelle Le Breton-Miller. 2009

424 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/d73d2e78acfe9174a2ced38ce93154ffeb598307

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In Accounting

In Management of Technology and Innovation

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Citations in the corpus

The Signaling Effect of Corporate Social Responsibility in Emerging Economies (2016, background): “To control and assimilate information, firms in emerging economies tend to form closed networks such as business groups and family businesses (Khanna and Palepu 2006; Miller et al. 2009).”
Impact of informal institutions on the prevalence, strategy, and performance of family firms: A meta-analysis (2020, background): “As the literature has not yet converged on a single definition of FCFs (Duran et al., 2016), we conduct our analyses using the three most common definitions: (1) ownership definition: firms with a significant degree of family ownership, measured either by voting or cash flow rights (Peng & Jiang, 20”
Networking responses to different levels of institutional void: a comparison of internationalizing SMEs in Egypt and the UK (2017, background): “This implies that entrepreneurs from such countries will tend to compensate for institutional voids by relying on their personal relationships (strong social ties) in dense networks to access resources, information and necessary help (Uzzi, 1997; Miller et al., 2009; Kiss and Danis, 2010).”
How does family control influence firm strategy and performance? A meta-analysis of us publicly listed firms (2015, background): “…2005), reputational assets (e.g., Carney & Gedajlovic, 2002), and relational contracting skills (e.g., Gilson, 2007), which allow them to fill “institutional voids” (Carney, Gedajlovic, Heugens, Van Essen, & Van Oosterhout, 2011; Miller et al., 2009) more effectively than other types of firms.”
Riding the waves of family firm internationalization: A systematic literature review, integrative framework, and research agenda (2020, neutral): “Some studies have also explored the presence of institutional voids (Miller, Lee, Chang, & Le Breton-Miller, 2009) and level of corruption (Yamanoi & Asaba, 2018) in emerging markets that act as host countries.”
Paternalistic leadership in family firms: Types and implications for intergenerational succession (2014, methodology): “To evaluate successful transitions, we refer to Morris et al.’s (1997) framework, also employed by Sharma et al.”
Family Business Growth Around the World (2020, background): “…have a profound effect on family firm growth—a core distinguishing priority of family firms (Lumpkin & Brigham, 2011; Miller & Breton- Miller, 2005; Miller et al., 2009)—because they influence the degree to which family owners and executives can embrace their natural transgenerational orientation…”
Entrepreneurship Amid Concurrent Institutional Constraints in Less Developed Countries (2016, background): “…determined through culture mechanisms would be determined according to the entrepreneur’s personal or familial affiliation (Chakrabarty, 2009; Miller et al., 2009) or by finding partners located in close geographic proximity (i.e., adjacent villages), as reputation can be validated more…”
Country-level institutions, firm value, and the role of corporate social responsibility initiatives (2017, background): “The social capital engendered by stable relations with external stakeholders can also reduce the risks associated with a firm and help a firm to survive during tough times (Miller et al., 2009; Saxton, 1997).”