Hostname: page-component-cd9895bd7-jn8rn Total loading time: 0 Render date: 2024-12-28T04:44:05.311Z Has data issue: false hasContentIssue false
  • English
  • Français

Family involvement in top management team: Impact on relationships between internal social capital and innovation

Published online by Cambridge University Press:  09 February 2016

Valeriano Sanchez-Famoso ,
Amaia Maseda  and
Txomin Iturralde
Valeriano Sanchez-Famoso*
Affiliation:
University of the Basque Country UPV/EHU, Bilbao, Spain
Amaia Maseda
Affiliation:
University of the Basque Country UPV/EHU, Bilbao, Spain
Txomin Iturralde
Affiliation:
University of the Basque Country UPV/EHU, Bilbao, Spain
*
Corresponding author: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

Research on innovation in family firms has been increasing recently; however, the results are mixed, especially for non-listed firms. Based on internal social capital, we explore whether the relational antecedents of innovation are contingent on family involvement in management. Using a sample of 172 Spanish family small and medium-sized enterprises – an organisational form with prominent social and emotional factors – we test a structural model that examines the influence exerted by family involvement in the top management team on the relationships between innovation and internal social capital – in the form of family social capital and non-family social capital (family group and non-family group, respectively). The empirical findings obtained using the partial least squares technique show the importance of family involvement in management in such relationships in family firms. Family involvement in management was found to have negative effects in the relationship between internal social capital and innovation.

Keywords

family firmsfamily social capitalnon-family social capitalinnovationfamily management
Type
Research Article
Information
Journal of Management & Organization , Volume 23 , Issue 1 , January 2017 , pp. 136 - 162
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2016 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Acquaah, M. (2011). Utilization and value of social networking relationships in family and nonfamily firms in an african transition economy. European Management Journal, 29(5), 347–361.CrossRefGoogle Scholar
Acs, Z. J., & Audretsch, D. B. (2005). Entrepreneurship, innovation and technological change. Hamburg: Max Planck Institute of Economics.CrossRefGoogle Scholar
Adizes, I. (1979). Organizational passages – diagnosing and treating lifecycle problems of organizations. Organizational Dynamics, 8(1), 3–25.Google Scholar
Adler, P. S., & Kwon, S. (2002). Social capital: Prospects for a new concept. Academy of Management Review, 27(1), 17–40.Google Scholar
Alavifar, A., Karimimalayer, M., & Anuar, M. K. (2012). Structural equation modeling vs multiple regression. Engineering Science and Technology: An International Journal, 2(2), 326–329.Google Scholar
Aldrich, H. E., & Cliff, J. E. (2003). The pervasive effects of family on entrepreneurship: Toward a family embeddedness perspective. Journal of Business Venturing, 18(5), 573–596.Google Scholar
Amason, A. C., & Sapienza, H. J. (1997). The effects of top management team size and interaction norms on cognitive and affective conflict. Journal of Management, 23(4), 495–516.Google Scholar
Anderson, R. C., & Reeb, D. M. (2003). Founding-family ownership and firm performance: Evidence from S&P 500. Journal of Finance, 58(3), 1301–1328.Google Scholar
Aragon-Correa, J. A., García-Morales, V. J., & Cordon-Pozo, E. (2007). Leadership and organizational learning's role on innovation and performance: Lesson from spain. Industrial Marketing Management, 36(3), 349–359.CrossRefGoogle Scholar
Arregle, J. L., Hitt, M. A., Sirmon, D. G., & Very, P. (2007). The development of organizational social capital: Attributes of family firms. Journal of Management Studies, 44(1), 73–95.Google Scholar
Astrachan, C. B., Patel, V. K., & Wanzenried, G. (2014). A comparative study of CB-SEM and PLS-SEM for theory development in family firm research. Journal of Family Business Strategy, 5(1), 116–128.Google Scholar
Astrachan, J. H., Klein, S. B., & Smyrnios, K. X. (2002). The F-PEC scale of family influence: A proposal for solving family business definition problem. Family Business Review, 15(1), 45–58.Google Scholar
Bagozzi, R. P., & Yi, Y. (1988). On the evaluation of structural equation model. Journal of the Academy of Marketing Science, 16(1), 74–94.Google Scholar
Bantel, K. A., & Jackson, S. E. (1989). Top management and innovations in banking: Does the composition of the top team make a difference? Strategic Management Journal, 10(S1), 107–124.Google Scholar
Barclay, D., Higgins, C. A., & Thompson, R. (1995). The partial least squares approach to causal modeling: Personal computer adoption and use as illustration. Technology Studies, 2(2), 285–309.Google Scholar
Baregheh, A., Rowley, J., & Sambrook, S. (2009). Towards a multidisciplinary definition of innovation. Management Decision, 47(8), 1323–1339.CrossRefGoogle Scholar
Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173–1182.Google Scholar
Basco, R., & Voordeckers, W. (2015). The relationship between the board of directors and firm performance in private family firms: A test of the demographic versus behavioral approach. Journal of Management & Organization, 21(4), 411–435.Google Scholar
Berrone, P., Cruz, C., Gomez-Mejia, L. R., & Larraza-Kintana, M. (2010). Socioemotional wealth and corporate responses to institutional pressures: Do family-controlled firms pollute less? Administrative Science Quartely, 55(1), 82–113.Google Scholar
Block, J. (2010). Family management, family ownership, and downsizing: Evidence from S&P 500 firms. Family Business Review, 23(2), 109–130.CrossRefGoogle Scholar
Block, J. (2011). How to pay nonfamily managers in large family firms: A principal-agent model. Family Business Review, 24(1), 9–27.Google Scholar
Blyler, M., & Coff, R. W. (2003). Dynamic capabilities, social capital, and rent appropriation: Ties that split pies. Strategic Management Journal, 24(7), 677–686.CrossRefGoogle Scholar
Bolino, M. C., Turnley, W. H., & Bloodgood, J. M. (2002). Citizenship behavior and the creation of social capital in organizations. Academy of Management Review, 27(4), 505–522.Google Scholar
Boeker, W. (1997). Strategic change: The influence of managerial characteristics and organizational growth. Academy of Management Journal, 40(1), 152–170.CrossRefGoogle Scholar
Botero, I. C., Thomas, J. B., Graves, C., & Fediuk, T. A. (2013). Understanding multiple family firm identities: An exploration of the communicated identity in official websites. Journal of Family Business Strategy, 4(1), 12–21.Google Scholar
Brass, D. J., Galaskiewicz, J., Greve, H. R., & Tsai, W. (2004). Taking stock of networks and organizations: A multilevel perspective. Academy of Management Journal, 47(1), 795–817.Google Scholar
Cabrera-Suarez, M. K., De Saa-Perez, P., & Garcia-Almeida, D. (2001). The succession process from a resource based view of family firm. Family Business Review, 14(1), 37–47.Google Scholar
Cabrera-Suarez, M. K., Deniz-Deniz, M. C., & Martin-Santana, J. D. (2015). Family social capital, trust within the TMT, and the establishment of corporate goals related to nonfamily stakeholders. Family Business Review, 28(2), 145–162.Google Scholar
Cabrera-Suarez, M. K., & Martin-Santana, J. D. (2013). Top management teams and performance in non-listed family firms. Journal of Management & Organization, 19(4), 405–423.Google Scholar
Calantone, R. J., Cavusgil, S. T., & Zhao, Y. (2002). Learning orientation, firm innovation capability, and firm performance. Industrial Marketing Management, 31(6), 515–524.Google Scholar
Carmona-Lavado, A., Cuevas-Rodriguez, G., & Cabello-Medina, C. (2010). Social and organizational capital: Building the context for innovation. Industrial Marketing Management, 39(4), 681–690.Google Scholar
Carney, M. (2005). Corporate governance and competitive advantage in family-controlled firms. Entrepreneurship Theory and Practice, 29(3), 249–265.Google Scholar
Carr, J. C., Cole, M. S., Kirk-Ring, J., & Blettner, D. P. (2011). A measure of variations in internal social capital among family firms. Entrepreneurship Theory and Practice, 35(6), 1207–1227.Google Scholar
Carrasco-Hernandez, A., & Jimenez-Jimenez, D. (2013). Can family firms innovate? sharing internal knowledge from a social capital perspective. Electronic Journal of Knowledge Management, 11(1), 30–37.Google Scholar
Casanueva-Rocha, C., Castro-Abancéns, I., & Galan-González, J. L. (2010). Social capital and innovation in industry clusters. Revista Europea de Dirección y Economía de la Empresa, 19(4), 37–58.Google Scholar
Chin, W. W. (1998). Commentary: Issues and opinion on structural equation modeling. MIS Quarterly, 22(1), 1–14.Google Scholar
Chin, W. W., Marcolin, B. L., & Newsted, P. R. (2003). A partial least squares latent variable modeling approach for measuring interaction effects: Results from a Monte Carlo simulation study and an electronic mail emotion/adoption study. Information Systems Research, 14(2), 189–217.CrossRefGoogle Scholar
Chirico, F., & Salvato, C. (2008). Knowledge integration and dynamic organizational adaptation in family firms. Family Business Review, 21(2), 169–181.Google Scholar
Chirico, F., & Salvato, C. (2016). Knowledge internalization and product development in family firms: When relational and affective factors matters. Entrepreneurship Theory and Practice, 40(1), 201–229.CrossRefGoogle Scholar
Chirico, F., Sirmon, D. G., Sciascia, S., & Mazzola, P. (2011). Resource orchestration in family firms: Investigating how entrepreneurial orientation, generational involvement, and participative strategy affect performance. Strategic Entrepreneurship Journal, 5(4), 307–326.Google Scholar
Chrisman, J. J., Chua, J. H., De Massis, A., Frattini, F., & Wright, M. (2015). The ability and willingness paradox in family firm innovation. Journal of Product Innovation Management, 32(3), 310–318.CrossRefGoogle Scholar
Chrisman, J. J., Chua, J. H., & Litz, R. (2003). A unified systems perspective of family firm performance: An extension and integration. Journal of Business Venturing, 18(4), 467–472.Google Scholar
Chrisman, J. J., Chua, J. H., & Litz, R. A. (2004). Comparing the agency costs of family and nonfamily firms: Conceptual issues and exploratory evidence. Entrepreneurship Theory and Practice, 28(4), 335–354.CrossRefGoogle Scholar
Chrisman, J. J., & Patel, P. C. (2012). Variations in R&D investments of family and nonfamily firms: Behavioral agency and myopic loss aversion perspectives. Academy of Management Journal, 55(4), 976–997.Google Scholar
Cohen, J. (1988). Statistical power analysis for the behavioral sciences. Hillsdale, NJ: Erlbaum.Google Scholar
Coleman, J. S. (1988). Social capital in the creation of human capital. American Journal of Sociology, 94(S), S95–S120.Google Scholar
Coleman, J. S. (1990). Foundations of social theory. Cambridge: Harvard University Press.Google Scholar
Coltman, T., Devinney, T. M., Midgley, D. F., & Venaik, S. (2008). Formative versus reflective measurement models: Two applications of formative measurement. Journal of Business Research, 61(12), 1250–1262.CrossRefGoogle Scholar
Craig, J. B., & Moores, K. (2006). A 10-year longitudinal investigation of strategy, systems, and environment on innovation in family firms. Family Business Review, 19(1), 1–10.CrossRefGoogle Scholar
Craig, J. B., & Moores, K. (2010). Strategically aligning family and business systems using the balance scorecard. Journal of Family Business Strategy, 1(2), 78–87.Google Scholar
Cruz, C., & Nordqvist, M. (2012). Entrepreneurial orientation in family firms: A generational perspective. Small Business Economics, 38(1), 33–49.Google Scholar
Cuevas-Rodriguez, G., Cabello-Medina, C., & Carmona-Lavado, A. (2014). Internal and external social capital for radical product innovation: Do they always work well together? British Journal of Management, 25(2), 266–284.Google Scholar
Davidsson, P., & Honig, B. (2003). The role of social and human capital among nascent entrepreneurs. Journal of Business Venturing, 18(2), 301–331.Google Scholar
De Clercq, D., Dimov, D., & Thongpapanl, N. (2013). Organizational social capital, formalization, and internal knowledge sharing in entrepreneurial orientation formation. Entrepreneurship Theory and Practice, 37(3), 505–537.Google Scholar
De Massis, A., Frattini, F., & Lichtenthaler, U. (2013a). Research on technological innovation in family firms: Present debates and future directions. Family Business Review, 26(1), 10–31.Google Scholar
De Massis, A., Kotlar, J., Campopiano, G., & Cassia, L. (2015). The impact of family involvement on SMEs' performance: Theory and evidence. Journal of Small Business Management, 53(4), 924–948.Google Scholar
De Massis, A., Kotlar, J., Chua, J. H., & Chrisman, J. J. (2014). Ability and willingness as sufficiency conditions for family-oriented particularistic behavior: Implications for theory and empirical studies. Journal of Small Business Management, 52(2), 344–364.CrossRefGoogle Scholar
De Massis, A., Kotlar, J., & Frattini, F. (2013c). Is social capital perceived as a source of competitive advantage or disadvantage for family firms? an exploratory analysis of CEO perceptions. Journal of Entrepreneurship, 22(1), 15–41.Google Scholar
Debicki, B. J., Matherne, C. F. III, Kellermanns, F. W., & Chrisman, J. J. (2009). Family business research in the new millennium. an overview of the who, the where, the what, and the why. Family Business Review, 22(2), 151–166.Google Scholar
Deniz-Deniz, M. C., & Cabrera-Suarez, M. K. (2005). Corporate social responsability and family business in Spain. Journal of Business Ethics, 56(1), 27–41.Google Scholar
Dunn, B. (1996). Family enterprises in the UK: A special sector? Family Business Review, 9(2), 139–155.Google Scholar
Dyer, W. G. Jr. (1986). Cultural change in family firms: Anticipating and managing business and family transitions. San Francisco, CA: Jossey-Bass.Google Scholar
Dyer, W. G. Jr. (1989). Integrating professional management into a family owned business. Family Business Review, 2(3), 221–235.CrossRefGoogle Scholar
Dyer, W. G. Jr. (2006). Examining the “family effect” on firm performance. Family Business Review, 19(4), 256–273.Google Scholar
Dyer, W. G. Jr., & Dyer, W. J. (2009). Putting the family into family business research. Family Business Review, 22(3), 216–219.Google Scholar
Eddleston, K. A., & Kellermanns, F. W. (2007). Destructive and productive family relationships: A stewardship theory perspective. Journal of Business Venturing, 22(4), 545–565.Google Scholar
Edwards, K., & Gordon, T. (1984). Characterization of innovations introduced on the US market in 1982. Washington, DC: The Futures Group.Google Scholar
Foreman, P., & Whetten, D. A. (2002). Members’ identification with multiple-identity organizations. Organization Science, 13(6), 618–635.Google Scholar
Fornell, C., & Cha, J. (1994). Partial least squares. In R. P. Bagozzi (Ed.), Advanced methods of marketing research (pp. 52–78). Oxford: Blackwell.Google Scholar
Fornell, C., & Larcker, D. F. (1981). Evaluating structural equations models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50.Google Scholar
Fukuyama, F. (1995). Trust. New York, NY: Free Press.Google Scholar
García-Morales, V. J., Lloréns-Montes, F. J., & Verdú-Jover, A. J. (2008). The effects of transformational leadership on organizational performance through knowledge and innovation. British Journal of Management, 19(4), 299–319.CrossRefGoogle Scholar
Gersick, K. F., Davis, J. A., Hampton, M. A., & Lansberg, I. (1997). Generation to generation: Life cycles of the family business. Cambridge: Harvard Business School Press.Google Scholar
Gupta, A. K., Tesluk, P. E., & Taylor, M. S. (2007). Innovation at and across multiple levels of analysis. Organization Science, 18(6), 885–897.Google Scholar
Habbershon, T. G., Williams, M. L., & MacMillan, I. C. (2003). A unified systems perspective of family firm performance. Journal of Business Venturing, 18(4), 451–465.Google Scholar
Hair, J. F., Hult, G. T., Ringle, C. M., & Sarstedt, M. (2014). A primer on partial least squares structural equation modeling (PLS-SEM). California: Sage.Google Scholar
Hambrick, D. C. (2007). Upper echelons theory: An update. Academy of Management Review, 32(2), 334–343.Google Scholar
Hambrick, D. C., & Mason, P.A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9(2), 193–206.Google Scholar
Handler, W. C. (1992). The succession experience of next-generation. Family Business Review, 5(3), 283–307.CrossRefGoogle Scholar
Henseler, J., & Fassott, G. (2010). Testing moderating effects in PLS path models: An illustration of available procedures. In E. V. Vinzi, W. W. Chin, J. Henseler, & H. Wang (Eds.), Handbook of PLS and marketing (pp. 713–736). Berlin: Springer.Google Scholar
Hoffman, J., Hoelscher, M., & Sorenson, R. L. (2006). Achieving sustained competitive advantage: A family capital theory. Family Business Review, 19(2), 135–145.Google Scholar
Howard, G. (1994). Why do people say nasty things about self-reports? Journal of Organizational Behavior, 15(5), 399–404.Google Scholar
Howorth, C., Rose, M. B., Hamilton, E., & Westhead, P. (2010). Family firm diversity and development: An introduction. International Small Business Journal, 28(5), 437–451.Google Scholar
Hult, G. T., Hurley, R. F., & Knight, G. A. (2004). Innovativeness: Its antecedents and impact on business performance. Industrial Marketing Management, 33(5), 429–438.CrossRefGoogle Scholar
Iacobucci, D., Saldanha, N., & Deng, X. (2007). A meditation on mediation: Evidence that structural equations models perform better than regressions. Journal of Consumer Psychology, 17(2), 140–154.Google Scholar
Inkpen, A., & Tsang, E. W. (2005). Social capital, networks, and knowledge transfer. Academy of Management Review, 30(1), 146–165.Google Scholar
Jansen, J. J. P., Van Den Bosch, F. A. J., & Volverda, H. W. (2006). Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Science, 52(11), 1661–1674.CrossRefGoogle Scholar
Kellermanns, F. W., & Eddleston, K. A. (2004). Feuding families: When conflict does a family firm good. Entrepreneurship Theory and Practice, 28(3), 209–228.Google Scholar
Kellermanns, F.W., Eddleston, K.A., Barnett, T., & Pearson, A. (2008). An exploratory study of family member characteristics and involvement: Effects on entrepreneurial behaviour in the family firm. Family Business Review, 21(1), 1–14.Google Scholar
Kepner, E. (1991). The family and the firm. A coevolutionary perspective. Family Business Review, 4(4), 445–461.Google Scholar
Klein, K. J., & Kozlowski, S. W. (2000). From micro to meso: Critical steps in conceptualizing and conducting multilevel research. Organizational Research Methods, 3(3), 211–236.Google Scholar
Klein, S. B., Astrachan, J. H., & Smyrnios, K. X. (2005). The F-PEC scale of family influence: Construction, validation, and further implication for theory. Entrepreneurship Theory and Practice, 29(3), 321–339.Google Scholar
Klein, S. B., & Bell, F. (2007). Non-family executives in family businesses - A literature review. Electronic Journal of Family Business Studies, 1(1), 19–37.Google Scholar
Kostova, T., & Roth, K. (2003). Social capital in multinational corporations and micro-macro model of its formation. Academy of Management Review, 28(2), 297–317.Google Scholar
Kowalewski, O., Talavera, O., & Stetsyuk, I. (2010). Influence of family involvement in management and ownership on firm performance: Evidence from poland. Family Business Review, 23(1), 45–59.Google Scholar
Le Breton-Miller, I., & Miller, D. (2006). Why do some family businesses out-compete? Governance, long-term orientations, and sustainable capability. Entrepreneurship Theory and Practice, 30(6), 731–746.Google Scholar
Leana, C. R., & Pil, F. K. (2006). Social capital and organizational performance: Evidence from urban public schools. Organization Science, 17(3), 353–366.Google Scholar
Leana, C. R., & Van Buren, H. J. (1999). Organizational social capital and employment practices. Academy of Management Review, 24(3), 538–555.Google Scholar
Lei, P., & Wu, Q. (2007). Introduction to structural equation modeling: Issues and practical considerations. Educational Measurement: Issues and Practice, 26(3), 33–43.Google Scholar
Levin, D. Z., & Cross, R. (2004). The strength of weak ties you can trust: The mediating role of trust in effective knowledge transfer. Management Science, 50(11), 1477–1490.Google Scholar
Lubatkin, M., Simsek, Z., Ling, Y., & Veiga, J. F. (2006). Ambidexterity and performance in small-to medium-sized firms: The pivotal role of top management team behavioral integration. Journal of Management, 32(5), 646–672.Google Scholar
Mazzola, P., Sciascia, S., & Kellermanns, F. W. (2013). Non-linear effects of family sources of power on performance. Journal of Business Research, 66(4), 568–574.CrossRefGoogle Scholar
McClelland, G. H., & Judd, C. M. (1993). Statistical difficulties of detecting interactions and moderator effects. Psychological Bulletin, 114(2), 376–390.Google Scholar
McCollom, M. (1992). Organizational stories in family-owned business. Family Business Review, 5(1), 3–23.Google Scholar
Melin, L., & Nordqvist, M. (2007). The reflexive dynamics of institutionalization: The case of the family business. Strategic Organization, 5(3), 321–333.Google Scholar
Miller, D., & Friesen, P. H. (1983). Strategy-making and environment: The third link. Strategic Management Journal, 4(3), 221–235.Google Scholar
Miller, D., & Le Breton-Miller, I. (2005). Managing for the long run: Lessons in competitive advantage from great family businesses. Boston, MA: Harvard Business School Press.Google Scholar
Miller, D., & Le Breton-Miller, I. (2006). The best of both worlds: Exploitation and exploration in successful family businesses. Advances in Strategic Management, 23(3), 215–240.Google Scholar
Miller, D., Le Breton-Miller, I., Lester, R. H., & Cannella, A. A. (2007). Are family firms really superior performers? Journal of Corporate Finance, 13(5), 829–858.Google Scholar
Miller, D., Le Breton-Miller, I., Minichilli, A., Corbetta, G., & Pittino, D. (2014). When do non-family CEOs outperform in family firms? agency and behavioural agency perspectives. Journal of Management Studies, 51(4), 547–572.Google Scholar
Mitchell, R. K., Morse, E. A., & Sharma, P. (2003). The transacting cognitions of nonfamily employees in the family businesses setting. Journal of Business Venturing, 18(4), 533–551.Google Scholar
Moran, P. (2005). Structural vs. relational embeddedness: Social capital and managerial performance. Strategic Management Journal, 26(12), 1129–1151.Google Scholar
Nahapiet, J. (2009). Social capital and interorganizational relations. In S. Cropper, M. Ebers, C. Huxham, & P. S. Ring (Eds.), The Oxford handbook of interorganizational relations (pp. 580–606). Oxford: Oxford University Press.Google Scholar
Nahapiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23(2), 242–266.Google Scholar
Ng, W., & Roberts, J. (2007). Helping the family’: The mediating role of outside directors in ethnic chinese family firms. Human Relations, 60(2), 285–314.Google Scholar
Nonino, F. (2013). The network dimensions of intra-organizational social capital. Journal of Management & Organization, 19(4), 454–477.Google Scholar
Nordqvist, M., & Melin, L. (2010). The promise of the strategy as practice perspective for family business strategy research. Journal of Family Business Strategy, 1(1), 15–25.Google Scholar
Nordqvist, M., Sharma, P., & Chirico, F. (2014). Family firm heterogeneity and governance: A configuration approach. Journal of Small Business Management, 52(2), 192–209.Google Scholar
Nunnally, S. W. (1987). Construction methods and management. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
Pearson, A. W., Carr, J. C., & Shaw, J. C. (2008). Toward a theory of familiness: A social capital perspective. Entrepreneurship Theory and Practice, 32(6), 949–969.Google Scholar
Portes, A. (1998). Social capital: Its origins and applications in modern sociology. Annual Review of Sociology, 24, 1–24.CrossRefGoogle Scholar
Poza, E. J. (1995). A la sombra del roble. la empresa familiar y su continuidad (in the shadow of the oak: Continuity in the family-owned business). Cleveland, OH: Editorial Universitaria para la Empresa Familiar.Google Scholar
Ram, M. (2001). Family dynamics in a small consultancy firm: A case study. Human Relations, 54(4), 395–418.Google Scholar
Ringle, C. M., Wende, S., & Will, A. (2005). SmartPLS 2.0. (M3) beta. Hamburg, Germany: SmartPLS.Google Scholar
Ruekert, R. W., & Walker, O. C. Jr (1987). Marketing's interaction with other functional units: A conceptual framework and empirical evidence. Journal of Marketing, 51(1), 1–19.Google Scholar
Sanchez-Marin, G., & Baixauli-Soler, J. S. (2015). TMT pay dispersion and firm performance: The moderating role of organizational governance effectiveness. Journal of Management & Organization, 21(4), 436–459.CrossRefGoogle Scholar
Sanchez-Famoso, V., Maseda, A., & Iturralde, T. (2013). Relationship between family and non-family social capital: The case of Spanish family firms. Revista Europea De Dirección y Economía De La Empresa, 22(4), 177–185.Google Scholar
Sanchez-Famoso, V., Maseda, A., & Iturralde, T. (2014). The role of internal social capital in organisational innovation. An empirical study of family firms. European Management Journal, 32(6), 950–962.Google Scholar
Savolainen, S., & Kansikas, J. (2013). Non-family employees in small family business succession: The case of psychological ownership. World Review of Entrepreneurship, Management and Sustainable Development, 9(1), 64–81.Google Scholar
Scherer, F. M. (1983). The propensity to patent. International Journal of Industrial Organization, 1(1), 107–128.Google Scholar
Sciascia, S., & Mazzola, P. (2008). Family involvement in ownership and management: Exploring nonlinear effects on performance. Family Business Review, 21(4), 331–345.Google Scholar
Shane, S. (2003). A general theory of entrepreneurship. the individual-opportunity nexus. Cheltenham: Edward Elgar.Google Scholar
Shanker, M. C., & Astrachan, J. H. (1996). Myths and realities: Family businesses’ contribution to the US economy – A framework for assessing family business statistics. Family Business Review, 9(2), 107–123.Google Scholar
Sharma, P. (2004). An overview of the field of family business studies: Current status and directions for the future. Family Business Review, 17(1), 1–36.Google Scholar
Sharma, P. (2008). Commentary: Familiness: Capital stocks and flows between family and business. Entrepreneurship Theory and Practice, 32(6), 971–977.Google Scholar
Siegel, S., & Castellan, N. J. (1988). Nonparametric statistics for the behavioral sciences. Singapore: McGraw-Hill.Google Scholar
Sirmon, D. G., Arregle, J. L., Hitt, M. A., & Webb, J. W. (2008). The role of family influence in firms' strategic response to competitive threat. Entrepreneurship Theory and Practice, 32(6), 979–998.Google Scholar
Sirmon, D. G., & Hitt, M. A. (2003). Managing resources: Linking unique resources, management, and wealth creation in family firms. Entrepreneurship Theory and Practice, 27(4), 339–358.Google Scholar
Sonfield, M. C., & Lussier, R. N. (2009). Non-family-members in the family business management team: A multinational investigation. International Entrepreneurship and Management Journal, 5(4), 395–415.Google Scholar
Song, M., & Thieme, R. J. (2006). A cross-national investigation of the R&D-marketing interface in the product innovation process. Industrial Marketing Management, 35(3), 308–322.Google Scholar
Sorenson, R. L. (2012). Social capital and family business. In R. L. Sorenson (Ed.), Family business and social capital (pp. 1–30). Cheltenham: Edward Elgar.Google Scholar
Sorenson, R. L., Goodpaster, K. E., Hedberg, P. R., & Yu, A. (2009). The family point of view, family social capital, and firm performance: An exploratory test. Family Business Review, 22(3), 239–253.CrossRefGoogle Scholar
Spector, P. E. (1994). Using self-report questionnaires in OB research: A comment on the use of controversial method. Journal of Organizational Behavior, 15(5), 385–392.Google Scholar
Stewart, A., & Hitt, M. A. (2012). Why can’t a family business be more like a nonfamily business? modes of professionalization in family firms. Family Business Review, 25(1), 58–86.Google Scholar
Subramaniam, M., & Youndt, M. A. (2005). The influence of intellectual capital on the types on innovative capabilities. Academy of Management Journal, 48(3), 450–463.Google Scholar
Sundaramurthy, C. (2008). Sustaining trust within family businesses. Family Business Review, 21(1), 89–102.CrossRefGoogle Scholar
Tabachnick, B. G., & Fidell, L. S. (1996). Using multivariate statistics. New York, NY: HarperCollins.Google Scholar
Tagiuri, R., & Davis, J. A. (1996). Bivalent attributes of the family firm. Family Business Review, 9(2), 199–208.Google Scholar
Talke, K., Salomo, S., & Rost, K. (2010). How top management team diversity affects innovativeness and performance via the strategic choice to focus on innovation fields. Research Policy, 39(7), 907–918.Google Scholar
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.Google Scholar
Tsai, W., & Ghoshal, S. (1998). Social capital and value creation: The role of intrafirm networks. Academy of Management Journal, 41(4), 464–476.Google Scholar
Uzzi, B., & Lancaster, R. (2003). Relational embeddedness and learning: The case of bank loan managers and their clients. Management Science, 49(4), 383–399.CrossRefGoogle Scholar
Vallejo-Martos, M. C. (2009). The effects of commitment of non-family employees of family firms from the perspective of stewardship theory. Journal of Business Ethics, 87(3), 379–390.Google Scholar
Vallejo-Martos, M. C., & Puentes-Poyatos, R. (2014). Family firms as incubators for ethical behavior: An exploratory study from the perspective of stewardship theory. Journal of Management & Organization, 20(6), 784–807.Google Scholar
Vandekerkhof, P., Steijvers, T., Hendriks, W., & Voordeckers, W. (2015). The effect of organizational characteristics on the appointment of nonfamily managers in private family firms: The moderating role of socioemotional wealth. Family Business Review, 28(2), 104–122.Google Scholar
Westhead, P., & Howorth, C. (2006). Ownership and management issues associated with family firm performance and company objectives. Family Business Review, 19(4), 301–316.Google Scholar
Westhead, P., & Howorth, C. (2007). ‘Types’ of private family firms: An exploratory conceptual and empirical analysis. Entrepreneurship & Regional Development: An International Journal, 19(5), 405–431.Google Scholar
Whetten, D. A., Felin, T., & King, B. G. (2009). The practice of theory borrowing in organizational studies: Current issues and future directions. Journal of Management, 35(3), 537–563.CrossRefGoogle Scholar
Wilson, S. R., Whitmoyer, J. G., Pieper, T. M., Astrachan, J. H., Hair, J. F., & Sarstedt, M. (2014). Method trends and method needs: Examining methods needed for accelerating the field. Journal of Family Business Strategy, 5(1), 4–14.Google Scholar
Wright, J. P., Cullen, F. T., & Miller, J. T. (2001). Family social capital and delinquent involvement. Journal of Criminal Justice, 29(1), 1–9.Google Scholar
Wright, P. M., & Snell, S. A. (1998). Toward a unifying framework for exploring fit and flexibility in strategic human resource management. Academy of Management Review, 23(4), 756–772.Google Scholar
Yli-Renko, H., Autio, E., & Sapienza, H. J. (2001). Social capital, knowledge acquisition, and knowledge exploitation in young technology-based firms. Strategic Management Journal, 22(6-7), 587–613.Google Scholar
Yli-Renko, H., Autio, E., & Tontti, V. (2002). Social capital, knowledge, and the international growth of technology-based new firms. International Business Review, 11(3), 279–304.Google Scholar
Youndt, M. A., Subramaniam, M., & Snell, S. A. (2004). Intellectual capital profiles: An examination of investments and returns. Journal of Management Studies, 41(2), 335–361.Google Scholar
Zahra, S. A. (2005). Entrepreneurial risk taking in family firms. Family Business Review, 18(1), 23–40.Google Scholar
Zahra, S. A., Neubaum, D. O., & Larrañeta, B. (2007). Knowledge sharing and technological capabilities: The moderating role of family involvement. Journal of Business Research, 60(10), 1070–1079.Google Scholar