Next-Generation Entrepreneurs and Succession: An Exploratory Study of Modes and Means of Managing Social Capital

By Lloyd Steier. 2001

302 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/e8172ff136624b5a2b4aa363aac0aeeeaec95613

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Citations in the corpus

Markets, Hierarchies, and Families: Toward a Transaction Cost Theory of the Family Firm (2010, unknown): “Due to their personalized authority, owner-managers in family firms are empowered to enter into verbal, informal, handshake-deals (Miller & Le Breton-Miller, 2005; Steier, 2001a) and commit their firm to transactions with unspecified obligations (Lovett, Simmons, & Kali, 1999; Park & Luo, 2001).”
Paternalistic leadership in family firms: Types and implications for intergenerational succession (2014, background): “as top managers is based on the effectiveness of the intergenerational transfer of the significant idiosyncratic and tacit firm-related knowledge possessed by family firm leaders and the transfer of their personal and professional networks (Steier, 2001).”
Roots to Grow: Family Firms and Local Embeddedness in Rural and Urban Contexts (2018, background): “since embeddedness in a community is considered an important factor of successor selection (see Cabrera-Suárez, Saa-Pérez, & García-Almeida, 2001; Steier, 2001).”
The Family: The Missing Variable in Organizational Research* (2003, background): “Familial social capital is defined as those resources deriving from family membership that add value to an individual and are instrumental in helping the individual achieve his/her goals (see Steier, 2001 for a review of social capital in family firms).”
Does family business excel in firm performance? An institution-based view (2012, background): “... to: (1) have less sense of stewardship for the business and lack the motivation, commitment, and incentive to sustain it (Andersson, Carlsen, & Getz, 2002); (2) be selected on the basis of family ties rather than professional expertise and is very likely to be unqualified or incompetent (Barth e”
Relational Competence-Based Knowledge Transfer Within Intrafamily Succession (2015, background): “With regard to the family firm context, preserving the knowledge embedded in the firm’s routines to integrate, coordinate, and mobilize the familiness bundle successfully is essential for developing and maintaining the competitive distinctiveness of the family firm (Steier, 2001).”
Governance and Trust in Family Firms: An Introduction (2010, background): “Combs et al.’s findings suggest that trust must be delicately balanced in a family firm; too much trust can lead to problems associated with blind faith and opportunism, but too little trust can lead to costs associated with elaborate governance mechanisms (Steier, 2001a).”