A family perspective on when conflict benefits family firm performance

By Franz Willi Kellermanns, K. Eddleston. 2007

219 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/f94dbed3645a7f63ff4c2ddc8c5688b0d02971f1

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In Accounting

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

Latent Profile Analysis (2017, background): “For example, one widely discussed topic in the family business literature is the different types of conflict and their impact on performance (e.g., Eddleston & Kellermanns, 2007; Kellermanns & Eddleston, 2004, 2007).”
Conflict, Participative Decision‐Making, and Generational Ownership Dispersion: A Multilevel Analysis* (2008, background): “…conflict to have a beneficial effect on the performance of first-generation family firms but a negative effect on the performance of multigenerational family firms (Kellermanns and Eddleston, 2007), more research is needed to investigate how and when work-related conflict benefits family firms.”
A Multilevel View of Intragroup Conflict (2008, background): “Similarly, process conflict tends to be highly correlated with both forms of conflict (e.g., Jehn & Mannix, 2001; Kellermanns & Eddleston, 2007).”
Ownership Structure and Intellectual Capital Performance in Malaysia (2009, unknown): “This may hamper cooperation and effective decision making (Kellermanns & Eddleston, 2007).”
How Lead Founder Personality Affects New Venture Performance (2013, background): “In addition, open lead founders are typically able to create work practices marked by constructive controversy about task-related issues (Kellermanns & Eddleston, 2007).”
The Family Innovator's Dilemma: How Family Influence Affects the Adoption of Discontinuous Technologies by Incumbent Firms (2013, background): “…moderate (in comparison with low or high) levels of task and process conflicts stimulate open discussions and out-of-the-box thinking and that they are therefore beneficial to firm performance for businesses in general and for family businesses in particular (Kellermanns & Eddleston, 2004, 2007).”
The role of family ownership in international entrepreneurship: exploring nonlinear effects (2012, background): “Although previous research has highlighted that some conflicts, such as task and process conflicts, may have positive effects for sustainability (Kellermanns and Eddleston 2004, 2007), empirical studies have confirmed that relationship conflicts hamper the functioning of the family business…”
The Heterogeneity of Family Firms in CSR Engagement (2014, background): “Several authors have suggested that stewardship theory may be helpful for understanding the ethical and social behavior of individuals in family firms (Corbetta & Salvato, 2004; Kellermanns & Eddleston, 2007).”