Now showing 1 - 3 of 3
  • Publication
    Extending the Socioemotional Wealth Perspective: A Look at the dark Side
    (Wiley, 2012-11)
    Kellermanns, Franz W.
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    Eddleston, Kimberley H.
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    We extend the socioemotional wealth (SEW) perspective by arguing that SEW can be negatively associated with proactive stakeholder engagement (PSE). We further suggest that the SEW dimensions can be associated with positive or negative valence. Lastly, we propose that negatively valenced SEW dimensions lead to family centric behavior, which negatively affects PSE. This multifaceted conceptualization of SEW allows us to explain how family firms can partake in harmful stakeholder behaviors despite having seemingly strong SEW. Our paper suggests that SEW can be either an affective endowment or burden for family firms and their constituents.
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    Scopus© Citations 315
  • Publication
    The Link Between Family Firm Dynamics, Image and Firm Performance
    (SMS Strategic Management Society, 2011-11-06)
    Memili, Esra
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    Kellermanns, Franz W.
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    Eddleston, Kimberley H.
    ;
    In this study, we draw upon organizational identity theory to examine factors that lead to the creation of family firm image and investigate how a family firm image impacts firm performance. We find that family firm pride, community social ties, and long-term orientation are positively associated with the likelihood that a firm portrays itself as a family business to consumers and stakeholders. In turn, we find that a family firm image benefits firm performance. Thus, our study demonstrates that by building a family firm image the unique family influences on the firm can be leveraged to create a competitive advantage for family firms.
  • Publication
    The Determinants of Family Business Members' affective family firm commitment
    ( 2010-04-16)
    Memili, Esra
    ;
    Kellermanns, Franz W.
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    According to Buchanan (1974), organizational commitment of employees is essential for the survival and effectiveness of organizations. Indeed, studies highlight the important consequences of organizational commitment that are lower turnover and absenteeism, higher attendance, participation, effort, organizational citizenship, and performance (Solinger, Van Olffen & Roe, 2008; Steers, 1977). Affective organizational commitment emerges as the most consistent predictor of turnover and absenteeism and with the strongest and most favorable correlations with attendance, performance, and organizational citizenship behavior (Somers, 1995; Rhoades, Eisenberger & Armeli, 2001). This underlying emphasis on the retention of employees and their willingness to contribute to organizational goals makes affective organizational commitment particularly important for family firms as they rely on family members in transgenerational succession, survival, and success (Miller & Le Breton-Miller, 2005; Sharma, Chrisman & Chua, 1997).