Perceptions of Benevolence and the Design of Agency Contracts: CEO-TMT Relationships in Family Firms

By C. Cruz, Luis R. Gómez-Mejía, M. Becerra. 2010

514 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/db2d2b9cd790937c479b0667cb202090e186bc02

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Citations in the corpus

Financial Wealth, Socioemotional Wealth, and IPO Underpricing in Family Firms: A Two-stage Gamble Model (2017, background): “…desire for growth is likely to be superposed by the desire of later generation family members to protect their accrued SEW through maintaining control over the firm (Duran, Kammerlander, van Essen, &Zellweger, 2015;Miller et al., 2011), and protect the familymembers’welfare (Cruz et al., 2010).”
CEO Succession Mechanisms, Organizational Context, and Performance: A Socio‐Emotional Wealth Perspective on Family‐Controlled Firms (2014, methodology): “, 2001); instead, they will be more concerned about his or her own market value for future employment (Cruz et al., 2010).”
In the Horns of the Dilemma: Socioemotional Wealth, Financial Wealth, and Acquisitions in Family Firms (2018, background): “This undermines preexisting, closeknit, and benevolent ties, such as the ones with long-time employees of the original firm that are so dear to family owners (Cruz et al., 2010).”
The role of information asymmetry in the choice of entrepreneurial exit routes (2014, background): “The response rate was 10.3%, which is comparable to the response rates of other studies that targeted entrepreneurs and top-managers (Cruz et al., 2010b; Eddleston et al., 2012; Schulze et al., 2001).”
Does family employment enhance MSEs performance? Integrating socioemotional wealth and family embeddedness perspectives (2012, background): “, 1997), thereby increasing trustworthiness (Cruz et al., 2010) and the reciprocal altruism (Schulze et al.”
The pursuit of international opportunities in family firms: Generational differences and the role of knowledge‐based resources (2018, background): “As family firms may lack family members qualified and willing to manage international activities, international initiatives often require that professional managers with international expertise be brought in from outside the firm, which can corrode the family’s authority and identification with the ”
Family Firm Reputation and Humanization: Consumers and the Trust Advantage of Family Firms Under Different Conditions of Brand Familiarity (2018, background): “…to stakeholder theory and organizational trust theory, as stakeholder theory so far has been primarily applied to focus on trust among members of the focal organization (e.g., Cruz et al., 2010), leaving the trust attributions of major stakeholders to the focal organization largely unexplored.”
The Resilient Family Firm: Stakeholder Outcomes and Institutional Effects (2015, background): “…strong ownership position, family CEOs enjoy greater freedom to use their social and reputational capital by, for example, engaging in benevolence (Cruz et al., 2010), engaging in stewardship toward stakeholders (Le Breton-Miller et al., 2011), and practicing greater social responsibility…”