Summary
Contents
Subject index
The SAGE Handbook of Family Business captures the conceptual map and state-of-the-art thinking on family business - an area experiencing rapid global growth in research and education since the last three decades.
Edited by the leading figures in family business studies, with contributions and editorial board support from the most prominent scholars in the field, this Handbook reflects on the development and current status of family enterprise research in terms of applied theories, methods, topics investigated, and perspectives on the field's future.
The SAGE Handbook of Family Business is divided into following six sections, allowing for ease of navigation while gaining a multi-dimensional perspective and understanding of the field.
Part I: Theoretical perspectives in family business studies
Part II: Major issues in family business studies
Part III: Entrepreneurial and managerial aspects in family business studies
Part IV: Behavioral and organizational aspects in family business studies
Part V: Methods in use in family business studies
Part VI: The future of the field of family business studies
By including critical reflections and presenting possible alternative perspectives and theories, this Handbook contributes to the framing of future research on family enterprises around the world. It is an invaluable resource for current and future scholars interested in understanding the unique dynamics of family enterprises under the rubric of entrepreneurship, strategic management, organization theory, accounting, marketing or other related areas.
Toward a Paradox Perspective of Family Firms: The Moderating Role of Collective Mindfulness in Controlling Families
Toward a Paradox Perspective of Family Firms: The Moderating Role of Collective Mindfulness in Controlling Families
Introduction
Despite numerous attempts to establish the link between family involvement and firm performance, research findings are alarmingly inconsistent. Some researchers, mostly drawing from traditional economics, depict a very pessimistic picture, suggesting that family involvement is a source of fundamental inefficiency because of owner–owner agency conflicts, resource constraints, and family utility maximization that detracts from firm value maximization (Dharwadkar et al., 2000; La Porta et al., 2002; Morck and Yeung, 2003; Peng and Jiang, 2010). Other researchers, however, referring to reduced owner–manager agency conflicts, concerns for long-term organizational prosperity, and the provision of unique resources ...
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