Browsing by Author "Nordqvist, M."

While existing research on the longevity of family firms has focused on the survival of firms, this article investigates transgenerational entrepreneurship of families. By building on the transgenerational entrepreneurship research framework, we argue that by shifting from firm to family level of analysis, we gain a deeper understanding of family firms' ability to create value across generations. We find evidence for our argument in that such a level shift reveals extended entrepreneurial activity which is missed when focusing exclusively on the firm level. We introduce and empirically explore the construct of family entrepreneurial orientation (FEO) which may serve as an antecedent to transgenerational value creation by families.

This paper develops an organizational identity based rationale for why family firms strive for nonfinancial goals. We show that the visibility of the family in the firm, the transgenerational sustainability intentions of the family, and the capability of the firm for self-enhancement of the family positively influence the importance of identity fit between family and firm as well as the family's concern for corporate reputation. We suggest that the concern for corporate reputation leads the family to pursue nonfinancial goals to the benefit of nonfamily stakeholders. We also discuss reinforcing feedback loops in these processes

This paper develops a social identity based rationale for why firms strive for non-pecuniary performance outcomes. It extends current social and financial rationales for such motivations. Drawing from social identity and organizational reputation theories, we show that identity overlaps between managers and organizations create incentives to protect and build corporate reputation. These incentives motivate managers to produce non-pecuniary performance outcomes that satisfy stakeholders. We argue that emotional bonds of managers to their organizations create identity overlaps. Further, the incentives to build and protect corporate reputation is moderated by the type of the manager's commitment. We use the family business, a particularly high identity overlap organization, as a context to explore our arguments. Propositions and future directions are included.