Predictors of Entrepreneurship in Family Firms

By Carlo Salvato. 2004

247 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/ea011570fe153004ee3ceab030bbe2b5bbf8b713

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

Does Family Involvement in Management Reduce the Risk of Business Failure? The Moderating Role of Entrepreneurial Orientation (2016, background): “Corporate entrepreneurship may also dilute family control of management and ownership since it often requires gathering external managerial capabilities and financial resources (Salvato, 2004), which may compromise the family’s socioemotional wealth (Gómez-Mejía, Cruz, Berrone, & De Castro, 2011).”
Planning for Growth: Life Stage Differences in Family Firms (2013, unknown): “Furthermore, while second-generation firms are characterized by a desire for change (Salvato, 2004), they also suffer from conflict regarding how to pursue and implement that change (Gersick et al.).”
Accessing Resources from Innovation Partners: The Search Breadth of Family SMEs (2012, background): “external managers enhance a firm’s entrepreneurial orientation (Cruz and Nordqvist 2012; Habbershon and Pistrui 2002; Salvato 2004), as well as its innovativeness (Carney 2005; Steier 2003).”
Resource orchestration in family firms: investigating how entrepreneurial orientation, generational involvement, and participative strategy affect performance (2011, background): “This is also in line with previous research showing that generational involvement increases the chances that entrepreneurial opportunities will be recognized (Salvato, 2004) and fosters entrepreneurial behavior (Zahra, 2005; Zahra, Neubaum, and Larraneta, 2007).”
Knowledge Internalization and Product Development in Family Firms: When Relational and Affective Factors Matter (2016, background): “It yielded contradictory results because it did not explore the underlying mechanisms by which controlling generations affect firm outcomes (e.g., Beck et al., 2011; Casillas et al.; Cruz & Nordqvist; Kellermanns et al., 2012; Ling & Kellermanns; Salvato, 2004).”
Conflict, Participative Decision‐Making, and Generational Ownership Dispersion: A Multilevel Analysis* (2008, background): “When later generations are included in the decision-making process, the family firm is better able to revive its strategies and increase its innovativeness (Salvato 2004; Gersick et al. 1997).”
Entrepreneurial families and family firms (2010, background): “2007 ; Nordqvist, Habbershon, and Melin 2008 ; Salvato 2004 ; Zahra 2005 ; Zahra, Hayton, and Salvato 2004 ).”
The Effects of Family Firm Specific Sources of Tmt Diversity: The Moderating Role of Information Exchange Frequency (2010, unknown): “(Salvato, 2004; Zahra, 2005).”
A Configurational Approach of the Relationship Between Entrepreneurial Orientation and Growth of Family Firms (2010, background): “…formalization can produce two effects: (a) the perception that growth is a strategic need of crucial importance to guarantee the survival of the long-term business (Salvato, 2004) and (b) the development of a process of strategic planning that leads to the aforementioned more finalized growth.”
Innovativeness in family firms: a family influence perspective (2010, background): “Founders, by definition, are entrepreneurs (Salvato 2004).”
A Study of the Relationships Between Generation, Market Orientation, and Innovation in Family Firms (2011, background): “…organizational characteristics and culture (Daily & Dollinger, 1992; Denison, Lief, & Ward, 2004; Sharma, Chrisman, & Chua, 1997; Zahra, Hayton, & Salvato, 2004), investigating market orientation in specifically a family firm context is relevant, both for increasing the knowledge on the family…”
Exit Strategies in Family Firms: How Socioemotional Wealth Drives the Threshold of Performance (2013, unknown): “…in governance structures modeled as generation in control (e.g., Casillas, Moreno, & Barbero, 2010; Cruz & Nordqvist, 2012; Ling & Kellermanns, 2010; Salvato, 2004) and the presence of a nonfamily chief executive officer (CEO; e.g., GómezMejía, Hoskisson, Makri, Sirmon, & Campbell, 2011;…”