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Researching family business: An interview with Professor Danny Miller

Published online by Cambridge University Press:  02 February 2015

Ken Moores
Ken Moores*
Affiliation:
Australian Centre for Family Business (ACFB), Bond University, QLD, Australia
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Abstract

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Type
Prologue
Information
Journal of Management & Organization , Volume 15 , Issue 3 , July 2009 , pp. 278 - 281
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2009

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References

Selected References

Le Breton-Miller, I. and Miller, D. (2005) Management Insights from Great and Struggling Family Businesses. Long Range Planning 12, 38(6): 517–530.Google Scholar
Le Breton-Miller, I. and Miller, D. (2006) Lessons from Family Firms about Managing for the Long Run. Leader to Leader Magazine (Winter) 39: 13–17.Google Scholar
Le Breton-Miller, I. and Miller, D. (2006) When and Why do Family Businesses Outperform. Entrepreneurship Theory & Practice 30: 731–746.Google Scholar
Le Breton-Miller, I. and Miller, D. (in press) Agency vs. Stewardship in Public Family Firms: A Social Embeddedness Reconciliation, Entrepreneurship Theory and Practice.Google Scholar
Le Breton-Miller, I., Miller, D. and Steier, (2004) Toward an Integrated Model of Effective FOB Succession, Entrepreneurship Theory and Practice, 28(4): 305–328.Google Scholar
Miller, D. and Le-Breton Miller, I. (2003) Challenge versus Advantage in Family Business. Strategic Organization 1: 127–134.Google Scholar
Miller, D. and Le Breton-Miller, I. (2005) Managing for the Long Run: Lessons in Competitive Advantage from Great Family Businesses, Cambridge MA: Harvard Business School Press.Google Scholar
Miller, D. and Le Breton-Miller, I. (2006) Family Governance and Firm Performance: Agency, Stewardship, and Capabilities. Family Business Review 19(1): 73–87.Google Scholar
Miller, D. and Le Breton-Miller, I. (2006) Priorities, Practices and Strategies in Successful and Failing Family Businesses: An Elaboration and Test of the Configuration Perspective, Strategic Organization, 4(4): 379–407.Google Scholar
Miller, D. and Le Breton-Miller, I. (2006) The Best of Both Worlds: Exploitation and Exploration in Successful Family Businesses. In: Advances in Strategic Management, Baum, J., Dobrev, S. and Witteloostuijn, A. van eds, pp 215–240. Oxford UK: Elsevier-JAI Press.Google Scholar
Miller, D. and Le-Breton Miller, I. (2007) Kicking the Habit: Broadening Our Horizons by Studying Family Businesses. Journal of Management Inquiry 16(1): 27–30.Google Scholar
Miller, D., Le-Breton Miller, I. and Scholnick, B. (2008) Stewardship vs. Stagnation: An Empirical Comparison of Small Family and Non-Family Businesses. Journal of Management Studies 45(1): 51–78.Google Scholar
Miller, D., Le Breton-Miller, I., Lester, R. and Cannella, A. (2007) Are family businesses superior performers, Journal of Corporate Finance, 13: 829–858.Google Scholar
Miller, D., Lee, J., Chang, S. and Le Breton-Miller, I. (2009) Filling the Institutional Void: The Social Behavior and Performance of Family versus Non-family Technology Firms in Emerging Markets, Journal of International Business Studies, 40: 802–817.Google Scholar
Miller, D., Le Breton-Miller, I. and Lester, R. (in press) Family Ownership and Acquisition Behavior in Publicly Traded Companies, Strategic Management Journal.Google Scholar
Miller, D., Steier, L. and Le Breton-Miller, I. (2003) Lost in Time: Succession, Change and Failure in Family Business, Journal of Business Venturing, 18: 513–531.Google Scholar