The literature on conflict and cohesion in social relationships in family firms has developed rapidly in recent decades. To take stock and provide directions to move this flourishing research area forward, we conduct a systematic review of the literature. We examine the prevailing conceptualizations of conflict and cohesion in social relationships in family firms, depict their drivers and outcomes, highlight their theoretical and empirical underpinnings, and propose an ontological framework to synthesize this large body of research. Drawing on our review, we identify some important research gaps and suggest fruitful directions for future research.
AldersonK. (2015). Conflict management and resolution in family-owned businesses: A practitioner focused review. Journal of Family Business Management, 5(2), 140–156.
2.
*AndersonR. C.ReebD. M. (2004). Board composition: Balancing family influence in S&P 500 firms. Administrative Science Quarterly, 49(2), 209–237.
3.
AndreiniD.BettinelliC.PedelientoG.ApaR. (2020). How do consumers see firms’ family nature? A review of the literature. Family Business Review, 33(1), 18–37.doi:10.1177/0894486519890229
4.
*Aragón-AmonarrizC.ArredondoA. M.Iturrioz-LandartC. (2019). How can responsible family ownership be sustained across generations? A family social capital approach. Journal of Business Ethics, 159(1), 161–185.doi:10.1007/s10551-017-3728-7
5.
ArregleJ. L.NaldiL.NordqvistM.HittM. A. (2012). Internationalization of family-controlled firms: A study of the effects of external involvement in governance. Entrepreneurship Theory and Practice, 36(6), 1115–1143.
6.
ArregleJ.-L.HittM. A.SirmonD. G.VeryP. (2007). The development of organizational social capital: Attributes of family firms. Journal of Management Studies, 44(1), 73–95.doi:10.1111/j.1467-6486.2007.00665.x
7.
ArzubiagaU.KotlarJ.De MassisA.MasedaA.IturraldeT. (2018). Entrepreneurial orientation and innovation in family SMEs: Unveiling the (actual) impact of the board of directors. Journal of Business Venturing, 33(4), 455–469.doi:10.1016/j.jbusvent.2018.03.002
8.
*AthanassiouN.CrittendenW. F.KellyL. M.MarquezP. (2002). Founder centrality effects on the Mexican family firm’s top management group: Firm culture, strategic vision and goals, and firm performance. Journal of World Business, 37(2), 139–150.doi:10.1016/S1090-9516(02)00073-1
9.
*AvlonitiA.IatridouA.KaloupsisI.VozikisG. S. (2014). Sibling rivalry: Implications for the family business succession process. International Entrepreneurship and Management Journal, 10(4), 661–678.doi:10.1007/s11365-013-0271-6
10.
BarnettT.LongR. G.MarlerL. E. (2012). Vision and exchange in intra-family succession: Effects on procedural justice climate among nonfamily managers. Entrepreneurship Theory and Practice, 36(6), 1207–1225.doi:10.1111/j.1540-6520.2012.00546.x
11.
BeaversW. R.VoellerM. N. (1983). Family models: Comparing and contrasting the Olson circumplex model with the Beavers systems model. Family Process, 22(1), 85–97.doi:10.1111/j.1545-5300.1983.00085.x6840264
12.
BeehrT. A. (1976). Perceived situational moderators of the relationship between subjective role ambiguity and role strain. Journal of Applied Psychology, 61(7), 35–40.doi:10.1037/0021-9010.61.1.351249014
*BettinelliC. (2011). Boards of directors in family firms: An exploratory study of structure and group process. Family Business Review, 24(2), 151–169.doi:10.1177/0894486511402196
15.
*BjörnbergÅ.NicholsonN. (2012). Emotional ownership: The next generation’s relationship with the family firm. Family Business Review, 25(4), 374–390.
16.
*BjörnbergÅsa.NicholsonN. (2007). The family climate scales: Development of a new measure for use in family business research. Family Business Review, 20(3), 229–246.doi:10.1111/j.1741-6248.2007.00098.x
17.
*BobilloA. M.Rodríguez-SanzJ. A.Tejerina-GaiteF. (2013). Shareholder activism and internationalization in the family firm. Journal of Business Economics and Management, 14(5), 867–885.doi:10.3846/16111699.2012.707621
18.
BollenK. A.HoyleR. H. (1990). Perceived cohesion: A conceptual and empirical examination. Social Forces, 69(2), 479–504.doi:10.2307/2579670
19.
BraunV.ClarkeV. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77–101.doi:10.1191/1478088706qp063oa
20.
*BrenesE. R.MadrigalK.Molina-NavarroG. E. (2006). Family business structure and succession: Critical topics in Latin American experience. Journal of Business Research, 59(3), 372–374.doi:10.1016/j.jbusres.2005.09.011
21.
*Cabrera-SuárezM. K.Déniz-DénizM. D. L. C.Martín-SantanaJ. D. (2014). The setting of non-financial goals in the family firm: The influence of family climate and identification. Journal of Family Business Strategy, 5(3), 289–299.
22.
CaputoA.MarziG.MaleyJ.SilicM. (2019). Ten years of conflict management research 2007–2017: An update on themes, concepts and relationships. International Journal of Conflict Management, 30(1), 87–110.
23.
CaputoA.MarziG.PellegriniM. M.RialtiR. (2018). Conflict management in family businesses: A bibliometric analysis and systematic literature review. International Journal of Conflict Management, 29(4), 519–542.
24.
*CarrJ. C.ColeM. S.RingJ. K.BlettnerD. P. (2011). A measure of variations in internal social capital among family firms. Entrepreneurship Theory and Practice, 35(6), 1207–1227.
25.
CarronA. (1982). Cohesiveness in sport groups: Interpretations and considerations. Journal of Sport Psychology, 4(2), 123–138.
26.
*Cater IIIJ. J.KidwellR. E.CampK. M. (2016). Successor team dynamics in family firms. Family Business Review, 29(3), 301–326.
27.
CennamoC.BerroneP.CruzC.Gómez-MejíaL. R. (2012). Socioemotional wealth and proactive stakeholder engagement: Why family-controlled firms care more about their stakeholders. Entrepreneurship Theory and Practice, 36(6), 1153–1173.
28.
*ChiricoF.SalvatoC. (2016). Knowledge internalization and product development in family firms: When relational and affective factors matter. Entrepreneurship Theory and Practice, 40(1), 201–229.
29.
*ChiricoF.SirmonD. G.SciasciaS.MazzolaP. (2011). Resource orchestration in family firms: Investigating how entrepreneurial orientation, generational involvement, and participative strategy affect performance. Strategic Entrepreneurship Journal, 5(4), 307–326.
30.
ChrismanJ. J.ChuaJ. H.Breton-MillerL.MillerD.SteierL. (2018). Governance mechanisms and family firms. Entrepreneurship Theory and Practice, 42(2), 171–186.
31.
*ChrismanJ. J.ChuaJ. H.PearsonA. W.BarnettT. (2012). Family involvement, family influence, and family-centered non-economic goals in small firms. Entrepreneurship Theory and Practice, 36(2), 267–293.
32.
ChrismanJ. J.SharmaP.SteierL. P.ChuaJ. H. (2013). The influence of family goals, governance, and resources on firm outcomes. Entrepreneurship Theory and Practice, 37(6), 1249–1261.
33.
ChuaJ. H.ChrismanJ. J.De MassisA. (2015). A closer look at socioemotional wealth: Its flows, stocks, and prospects for moving forward. Entrepreneurship Theory and Practice, 39(2), 173–182.
34.
ChuaJ. H.ChrismanJ. J.De MassisA.WangH. (2018). Reflections on family firm goals and the assessment of performance. Journal of Family Business Strategy, 9(2), 107–113.
35.
ChuaJ. H.ChrismanJ. J.SteierL. P.RauS. B. (2012). Sources of heterogeneity in family firms: An introduction. Entrepreneurship Theory and Practice, 36(6), 1103–1113.
36.
*ClaßenC. A. E.SchulteR. (2017). How do conflicts impact change in family businesses? the family system and familiness as a catalytic converter of change. Journal of Organizational Change Management, 30(7), 1198–1212.
37.
*CollinS. O. Y.AhlbergJ. (2012). Blood in the boardroom: Family relationships influencing the functions of the board. Journal of Family Business Strategy, 3(4), 207–219.
38.
DaspitJ. J.ChrismanJ. J.SharmaP.PearsonA. W.MahtoR. (2018). Governance as a source of family firm heterogeneity. Journal of Business Research, 84, 293–300.
39.
*DavisP. S.HarvestonP. D. (1999). In the founder’s shadow: Conflict in the family firm. Family Business Review, 12(4), 311–323.
40.
*DavisP. S.HarvestonP. D. (2001). The phenomenon of substantive conflict in the family firm: A cross‐generational study. Journal of Small Business Management, 39(1), 14–30.
41.
*De ClercqD.BelausteguigoitiaI. (2015). Intergenerational strategy involvement and family firms’ innovation pursuits: The critical roles of conflict management and social capital. Journal of Family Business Strategy, 6(3), 178–189.
42.
De MassisA.FossN. J. (2018). Advancing family business research: The promise of microfoundations. Family Business Review, 31(4), 386–396.
43.
De MassisA.FrattiniF.MajocchiA.PiscitelloL. (2018). Family firms in the global economy: Toward a deeper understanding of internationalization determinants, processes, and outcomes. Global Strategy Journal, 8(1), 3–21.
44.
De MassisA.KammerlanderN.. (Eds.). (2020). Handbook of qualitative research methods for family business. Edward Elgar Publishing, Cheltenham Glos.
45.
*de VriesM. F. K. (1993). The dynamics of family controlled firms: The good and the bad news. Organizational dynamics, 21(3), 59–71.
46.
DeLandaM. (2006a). A new philosophy of society. Continuum International Publishing Group.
47.
DeLandaM. (2006b). Deleuzian social ontology and assemblage theory. InFuglsangM.Meier SorensenB. (Eds.), Deleuze and the social (pp.250–266). Edinburgh University Press.
48.
DeleuzeG.GuattariF. (1987). A thousand plateaus. University of Minnesota Press.
49.
DenyerD.TranfieldD. (2009). Producing a systematic review. InBuchananD. A.BrymanA. (Eds.), The SAGE Handbook of organizational research methods (pp.671–689). Sage Publications Ltd.
50.
*Discua CruzA.HoworthC.HamiltonE. (2013). Intrafamily entrepreneurship: The formation and membership of family entrepreneurial teams. Entrepreneurship Theory and Practice, 37(1), 17–46.
51.
*DuréndezA.Madrid‐GuijarroA.Hernández‐CánovasG. (2019). Do family firms’ specific governance mechanisms moderate the cost of debt?Australian Accounting Review, 29(1), 49–63.
52.
*EddlestonK. A.KellermannsF. W. (2007). Destructive and productive family relationships: A stewardship theory perspective. Journal of Business Venturing, 22(4), 545–565.
53.
*EddlestonK. A.MorganR. M. (2014). Trust, commitment and relationships in family business: Challenging conventional wisdom. Journal of Family Business Strategy, 5(3), 213–216.
54.
*EddlestonK. A.OtondoR. F.KellermannsF. W. (2008). Conflict, participative decision‐making, and generational ownership dispersion: A multilevel analysis. Journal of Small Business Management, 46(3), 456–484.
55.
*EnsleyM. (2006). Family businesses can out-compete: As long as they are willing to question the chosen path. Entrepreneurship Theory and Practice, 30(6), 747–754.
56.
*EnsleyM. D.PearsonA. W. (2005). An exploratory comparison of the behavioral dynamics of top management teams in family and nonfamily new ventures: Cohesion, conflict, potency, and consensus. Entrepreneurship Theory and Practice, 29(3), 267–284.
57.
EnsleyM. D.PearsonA. W.AmasonA. C. (2002). Understanding the dynamics of new venture top management teams: Cohesion, conflict, and new venture performance. Journal of Business Venturing, 17(4), 365–386.
58.
*EnsleyM. D.PearsonA. W.SardeshmukhS. R. (2007). The negative consequences of pay dispersion in family and non-family top management teams: An exploratory analysis of new venture, high-growth firms. Journal of Business Research, 60(10), 1039–1047.
59.
FangH.KotlarJ.MemiliE.ChrismanJ. J.De MassisA. (2018). The pursuit of international opportunities in family firms: Generational differences and the role of knowledge‐based resources. Global Strategy Journal, 8(1), 136–157.
60.
*Fernández-RocaF. J.López-ManjónJ. D.Gutiérrez-HidalgoF. (2014). Family cohesion as a longevity factor of business with intergenerational transmission. Enterprise & Society, 15(4), 791–819.
61.
FichmanM.LevinthalD. A. (1991). Honeymoons and the liability of adolescence: A new perspective on duration dependence in social and organizational relationships. Academy of Management Review, 16(2), 442–468.
62.
*FilserM.De MassisA.GastJ.KrausS.NiemandT. (2018). Tracing the roots of innovativeness in family SMEs: The effect of family functionality and socioemotional wealth. Journal of Product Innovation Management, 35(4), 609–628.
63.
*FilserM.KrausS.MärkS. (2013). Psychological aspects of succession in family business management. Management Research Review, 36(3), 256–277.
64.
Fitz-KochS.NordqvistM.CarterS.HunterE. (2018). Entrepreneurship in the agricultural sector: A literature review and future research opportunities. Entrepreneurship Theory and Practice, 42(1), 129–166.
65.
ForbesD. P.MillikenF. J. (1999). Cognition and corporate governance: Understanding boards of directors as strategic decision-making groups. Academy of Management Review, 24(3), 489–505.
66.
Franco‐SantosM.OtleyD. (2018). Reviewing and theorizing the unintended consequences of performance management systems. International Journal of Management Reviews, 20(3), 696–730.
67.
FrankH.KesslerA.NoséL.SuchyD. (2011). Conflicts in family firms: State of the art and perspectives for future research. Journal of Family Business Management, 1(2), 130–153.
68.
FuhseJ. A. (2018). Deconstructing and Reconstructing Social Networks. InDepelteauF. (Ed.), The Palgrave handbook of relational sociology (pp.457–479). Palgrave Macmillan, Cham.
69.
*GagnéM.SharmaP.De MassisA. (2014). The study of organizational behaviour in family business. European Journal of Work and Organizational Psychology, 23(5), 643–656.
70.
GersickK. E.DavisJ. A.HamptonM. M.LansbergI. (1997). Generation to generation: Life cycles of the family business. Harvard Business School Press.
71.
*GoergenM.LimbachP.ScholzM. (2015). Mind the gap: The age dissimilarity between the chair and the CEO. Journal of Corporate Finance, 35, 136–158.
72.
GroomeD. (2013). An introduction to cognitive psychology: Processes and disorders. Psychology Press.
73.
Gómez-MejíaL. R.HaynesK. T.Núñez-NickelM.JacobsonK. J.Moyano-FuentesJ. (2007). Socioemotional wealth and business risks in family-controlled firms: Evidence from Spanish olive oil mills. Administrative Science Quarterly, 52(1), 106–137.
74.
HaansR. F.PietersC.HeZ. L. (2016). Thinking about U: Theorizing and testing U‐and inverted U‐shaped relationships in strategy research. Strategic Management Journal, 37(7), 1177–1195.
75.
*HabermanH.DanesS. M. (2007). Father-daughter and father-son family business management transfer comparison: Family FIRO model application. Family Business Review, 20(2), 163–184.
76.
*HerreroI. (2018). How familial is family social capital? Analyzing bonding social capital in family and nonfamily firms. Family Business Review, 31(4), 441–459.
77.
*HerreroI.HughesM. (2019). When family social capital is too much of a good thing. Journal of Family Business Strategy, 10(3), 100271.
78.
JaskiewiczP.CombsJ.ShanineK.KacmarM. (2017). Introducing the family: A review of family science with implications for management research. Academy of Management Annals, 11(1), 309–341.
79.
JaskiewiczP.DyerW. G. (2017). Addressing the elephant in the room: Disentangling family heterogeneity to advance family business research. Family Business Review, 30, 111–118.
80.
*JaskiewiczP.HeinrichsK.RauS. B.ReayT. (2016). To be or not to be: How family firms manage family and commercial logics in succession. Entrepreneurship Theory and Practice, 40(4), 781–813.
81.
*JayantilalS.JorgeS. F.PalaciosT. M. B. (2016). Effects of sibling competition on family firm succession: A game theory approach. Journal of Family Business Strategy, 7(4), 260–268.
82.
JehnK. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40(2), 256–282.
83.
JehnK. A. (1997). A qualitative analysis of conflict types and dimensions in organizational groups. Administrative Science Quarterly, 42(3), 530–557.
84.
JehnK. A.BenderskyC. (2003). Intragroup conflict in organizations: A contingency perspective on the conflict-outcome relationship. Research in Organizational Behavior, 25, 187–242.
85.
JehnK. A.MannixE. A. (2001). The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance. Academy of Management Journal, 44(2), 238–251.
86.
*JiménezM. C. R.MartosM. C.JiménezR. M. (2015). Organisational harmony as a value in family businesses and its influence on performance. Journal of Business Ethics, 126(2), 259–272.
87.
JonesM.CovielloN.TangY. K. (2011). International entrepreneurship research (1989–2009): A domain ontology and thematic analysis. Journal of Business Venturing, 26(6), 632–659.
88.
*KaczmarekS.KiminoS.PyeA. (2012). Board task‐related faultlines and firm performance: A decade of evidence. Corporate Governance: An International Review, 20(4), 337–351.
89.
KalatJ. W. (2013). Introduction to psychology. Wadsworth Cengage Learning.
90.
*KammerlanderN.DessiC.BirdM.FlorisM.MurruA. (2015). The impact of shared stories on family firm innovation: A multicase study. Family Business Review, 28(4), 332–354.
91.
*KellermannsF. W.EddlestonK. A. (2004). Feuding families: When conflict does a family firm good. Entrepreneurship Theory and Practice, 28(3), 209–228.
92.
*KellermannsF. W.EddlestonK. A. (2007). A family perspective on when conflict benefits family firm performance. Journal of Business Research, 60(10), 1048–1057.
93.
*KidwellR. E.KellermannsF. W.EddlestonK. A. (2012). Harmony, justice, confusion, and conflict in family firms: Implications for ethical climate and the “fredo effect”. Journal of Business Ethics, 106(4), 503–517.
94.
*KiongT. C. (2005). Feuds and legacies: Conflict and inheritance in Chinese family businesses. International Sociology, 20(1), 45–70.
95.
*KonopaskiM.JackS.HamiltonE. (2015). How family business members learn about continuity. Academy of Management Learning & Education, 14(3), 347–364.
96.
KotlarJ.De MassisA. (2013). Goal setting in family firms: Goal diversity, social interactions, and collective commitment to family-centered goals. Entrepreneurship Theory and Practice, 37(6), 1263–1288.
97.
KotlarJ.De MassisA.FrattiniF.KammerlanderN. (2020). Motivation gaps and implementation traps: The paradoxical and time‐varying effects of family ownership on firm absorptive capacity. Journal of Product Innovation Management, 37(1), 2–25.
98.
KubíčekA.MachekO. (2020). Intrafamily conflicts in family businesses: A systematic review of the literature and agenda for future research. Family Business Review, 33(2), 194–227.
99.
*KudlatsJ.McDowellW. C.MahtoR. (2019). Unrelated but together: Trust and intergroup relations in multi-family businesses. Journal of Business Research, 101, 750–756.
100.
*LambrechtJ.LievensJ. (2008). Pruning the family tree: An unexplored path to family business continuity and family harmony. Family Business Review, 21(4), 295–313.
101.
*Le Breton-MillerI.MillerD. (2014). Temporal considerations in the study of family firms: Reflections on “the study of organizational behaviour in family business”. European Journal of Work and Organizational Psychology, 23(5), 669–673.doi:10.1080/1359432X.2014.907276
102.
*LeeJ. (2006). Impact of family relationships on attitudes of the second generation in family business. Family Business Review, 19(3), 175–191.doi:10.1111/j.1741-6248.2006.00069.x
103.
*LevinsonH. (1971). Conflicts that plague family businesses. Harvard Business Review, 49(2), 90–98.
104.
*LongR. G.MathewsK. M. (2011). Ethics in the family firm: Cohesion through reciprocity and exchange. Business Ethics Quarterly, 21(2), 287–308.doi:10.5840/beq201121217
105.
*MarshallJ. P.SorensonR.BrighamK.WielingE.ReifmanA.WamplerR. S. (2006). The paradox for the family firm CEO: Owner age relationship to succession-related processes and plans. Journal of Business Venturing, 21(3), 348–368.doi:10.1016/j.jbusvent.2005.06.004
106.
*Michael-TsabariN.TanW. L. (2013). Exploring family features in non-family organizations: The family metaphor and its behavioral manifestations. Entrepreneurship Research Journal, 3(3), 391–424.doi:10.1515/erj-2012-0018
107.
*Michael-TsabariN.WeissD. (2015). Communication traps: Applying game theory to succession in family firms. Family Business Review, 28(1), 26–40.
108.
*MillerD.LeeJ.ChangS.Le Breton-MillerI. (2009). Filling the institutional void: The social behavior and performance of family vs non-family technology firms in emerging markets. Journal of International Business Studies, 40(5), 802–817.doi:10.1057/jibs.2009.11
109.
MillerD.WrightM.Breton-MillerI. L.ScholesL. (2015). Resources and innovation in family businesses: The Janus-face of socioemotional preferences. California Management Review, 58(1), 20–40.doi:10.1525/cmr.2015.58.1.20
110.
*MorganT. J.Gomez-MejiaL. R. (2014). Hooked on a feeling: The affective component of socioemotional wealth in family firms. Journal of Family Business Strategy, 5(3), 280–288.doi:10.1016/j.jfbs.2014.07.001
111.
*MorrisM. H.WilliamsR. O.AllenJ. A.AvilaR. A. (1997). Correlates of success in family business transitions. Journal of Business Venturing, 12(5), 385–401.doi:10.1016/S0883-9026(97)00010-4
112.
Muñoz-BullónF.Sanchez-BuenoM. J.De MassisA. (2020). Combining internal and external R&D: the effects on innovation performance in family and nonfamily firms. Entrepreneurship Theory and Practice, 44(5), 996–1031.
113.
*NazerJ. R.Llorca-JañaM. (2020). Succession in large nineteenth-century Chilean family businesses. Business History, 24(3), 1–26.doi:10.1080/00076791.2020.1717471
114.
*NicholsonN. (2008). Evolutionary psychology and family business: A new synthesis for theory, research, and practice. Family Business Review, 21(1), 103–118.doi:10.1111/j.1741-6248.2007.00111.x
115.
OlsonD. H.GorallD. M. (2003). Circumplex model of marital and family systems. InWalshF. (Ed.), Normal family processes: Growing diversity and complexity (3rd ed.pp.514–548). Guilford Press.
116.
*Pardo-del-ValM. (2009). Succession in family firms from a multistaged perspective. International Entrepreneurship and Management Journal, 5(2), 165–179.doi:10.1007/s11365-008-0092-1
117.
*PearsonA. W.BergielE.BarnettT. (2014). Expanding the study of organizational behaviour in family business: Adapting team theory to explore family firms. European Journal of Work and Organizational Psychology, 23(5), 657–664.doi:10.1080/1359432X.2014.911174
118.
*PetriglieriG.SteinM. (2012). The unwanted self: Projective identification in leaders’ identity work. Organization Studies, 33(9), 1217–1235.doi:10.1177/0170840612448158
119.
PiconeP. M.De MassisA.TangY.PiccoloR. F. (2021). The psychological foundations of management in family firms: Values, biases, and heuristics. Family Business Review, In press.
120.
PierceJ. R.AguinisH. (2013). The too-much-of-a-good-thing effect in management. Journal of Management, 39(2), 313–338.doi:10.1177/0149206311410060
121.
PostC.SaralaR.GatrellC.PrescottJ. E. (2020). Advancing theory with review articles. Journal of Management Studies, 57(2), 351–376.
122.
*QinZ.DengX. (2016). Government and family guanxi in Chinese private firms: Perceptions and preference. Review of Managerial Science, 10(1), 35–60.doi:10.1007/s11846-014-0138-4
123.
QiuH.FreelM. (2020). Managing family-related conflicts in family businesses: A review and research agenda. Family Business Review, 33(1), 90–113.doi:10.1177/0894486519893223
124.
*RousseauM. B.KellermannsF.ZellwegerT.BeckT. E. (2018). Relationship conflict, family name congruence, and socioemotional wealth in family firms. Family Business Review, 31(4), 397–416.doi:10.1177/0894486518790425
125.
*SalvatoC.MelinL. (2008). Creating value across generations in family-controlled businesses: The role of family social capital. Family Business Review, 21(3), 259–276.doi:10.1177/08944865080210030107
126.
*SamaraG.JamaliD.LapeiraM. (2019). Why and how should she make her way into the family business boardroom?Business Horizons, 62(1), 105–115.doi:10.1016/j.bushor.2018.09.001
127.
*Sanchez-RuizP.DaspitJ. J.HoltD. T.RutherfordM. W. (2019). Family social capital in the family firm: A taxonomic classification, relationships with outcomes, and directions for advancement. Family Business Review, 32(2), 131–153.doi:10.1177/0894486519836833
128.
*SchjoedtL.MonsenE.PearsonA.BarnettT.ChrismanJ. J. (2013). New venture and family business teams: Understanding team formation, composition, behaviors, and performance. Entrepreneurship Theory and Practice, 37(1), 1–15.doi:10.1111/j.1540-6520.2012.00549.x
129.
*SchmidtsT. (2013). Social identity theory and the family business: A contribution to understanding family business dynamics. Small Enterprise Research, 20(2), 76–86.doi:10.5172/ser.2013.20.2.76
130.
*ScholesL.MustafaM.ChenS. (2016). Internationalization of small family firms: The influence of family from a socioemotional wealth perspective. Thunderbird International Business Review, 58(2), 131–146.doi:10.1002/tie.21729
131.
SchulzeW. S.LubatkinM. H.DinoR. N. (2003). Exploring the agency consequences of ownership dispersion among the directors of private family firms. Academy of Management Journal, 46(2), 179–194.
132.
*SciasciaS.MazzolaP.ChiricoF. (2013). Generational involvement in the top management team of family firms: Exploring nonlinear effects on entrepreneurial orientation. Entrepreneurship Theory and Practice, 37(1), 69–85.doi:10.1111/j.1540-6520.2012.00528.x
133.
*SharmaP.SharmaS. (2011). Drivers of proactive environmental strategy in family firms. Business Ethics Quarterly, 21(2), 309–334.doi:10.5840/beq201121218
134.
*SonfieldM. C.LussierR. N. (2009). Non-family-members in the family business management team: A multinational investigation. International Entrepreneurship and Management Journal, 5(4), 395–415.doi:10.1007/s11365-009-0109-4
135.
*SpriggsM.YuA.DeedsD.SorensonR. L. (2013). Too many cooks in the kitchen: Innovative capacity, collaborative network orientation, and performance in small family businesses. Family Business Review, 26(1), 32–50.
136.
*SreihJ. F.LussierR. N.SonfieldM. C. (2019). Differences in management styles, levels of profitability, and performance across generations, and the development of the family business success model. Journal of Organizational Change Management, 32(1), 32–50.doi:10.1108/JOCM-01-2018-0030
137.
SteierL. P.ChuaJ. H.ChrismanJ. J. (2009). Embeddedness perspectives of economic action within family firms. Entrepreneurship Theory and Practice, 33(6), 1157–1167.doi:10.1111/j.1540-6520.2009.00338.x
138.
TorracoR. J. (2016). Writing integrative literature reviews: Using the past and present to explore the future. Human Resource Development Review, 15(4), 404–428.
139.
TranfieldD.DenyerD.SmartP. (2003). Towards a methodology for developing evidence-informed management knowledge by means of systematic review. British Journal of Management, 14(3), 207–222.doi:10.1111/1467-8551.00375
140.
TyrerP.ReedG. M.CrawfordM. J. (2015). Classification, assessment, prevalence, and effect of personality disorder. The Lancet, 385(9969), 717–726.doi:10.1016/S0140-6736(14)61995-4
141.
*VallejoM. C. (2009). Analytical model of leadership in family firms under transformational theoretical approach. Family Business Review, 22(2), 136–150.doi:10.1177/0894486508327892
142.
*Vallejo-MartosM. C. (2011). The organizational culture of family firms as a key factor of competitiveness. Journal of Business Economics and Management, 12(3), 451–481.
143.
*Van der HeydenL.BlondelC.CarlockR. S. (2005). Fair process: Striving for justice in family business. Family Business Review, 18(1), 1–21.doi:10.1111/j.1741-6248.2005.00027.x
144.
*Van Der MerweS. P.VenterE.FarringtonS. M. (2012). An assessment of selected family business values in small and medium-sized family businesses. South African Journal of Business Management, 43(4), 17–31.doi:10.4102/sajbm.v43i4.479
145.
*VenterE.BoshoffC.MaasG. (2003). The influence of relational factors on successful succession in family businesses: A comparative study of owner-managers and successors. South African Journal of Business Management, 34(4), 1–14.doi:10.4102/sajbm.v34i4.687
146.
VerbekeA.KanoL. (2012). The transaction cost economics theory of the family firm: Family-based human asset specificity and the bifurcation bias. Entrepreneurship Theory and Practice, 36(6), 1183–1205.doi:10.1111/j.1540-6520.2012.00545.x
147.
*VolleroA.SianoA.Della VolpeM. (2019). A systems perspective for conceptualizing sustainability in long-lived family businesses. research proposals on risk taking and innovativeness. Systems Research and Behavioral Science, 36(1), 111–127.doi:10.1002/sres.2548
148.
*WaldkirchM.NordqvistM.MelinL. (2018). CEO turnover in family firms: How social exchange relationships influence whether a non-family CEO stays or leaves. Human Resource Management Review, 28(1), 56–67.doi:10.1016/j.hrmr.2017.05.006
149.
WestphalJ. D.ZajacE. J. (2013). A behavioral theory of corporate governance: Explicating the mechanisms of socially situated and socially constituted agency. Academy of Management Annals, 7(1), 607–661.doi:10.5465/19416520.2013.783669
150.
*ZahraS. A. (2012). Organizational learning and entrepreneurship in family firms: Exploring the moderating effect of ownership and cohesion. Small Business Economics, 38(1), 51–65.doi:10.1007/s11187-010-9266-7
151.
*ZattoniA.GnanL.HuseM. (2015). Does family involvement influence firm performance? Exploring the mediating effects of board processes and tasks. Journal of Management, 41(4), 1214–1243.doi:10.1177/0149206312463936
152.
ZellwegerT. M.ChrismanJ. J.ChuaJ. H.SteierL. P. (2019). Social structures, social relationships, and family firms. Entrepreneurship Theory and Practice, 43(2), 207–223.doi:10.1177/1042258718792290
153.
*ZonaF. (2016). CEO leadership and board decision processes in family-controlled firms: Comparing family and non-family CEOs. Small Business Economics, 47(3), 735–753.
154.
*ZonaF. (2014). Board ownership and processes in family firms. Small Business Economics, 44(1), 105–122.doi:10.1007/s11187-014-9587-z
Supplementary Material
Please find the following supplemental material available below.
For Open Access articles published under a Creative Commons License, all supplemental material carries the same license as the article it is associated with.
For non-Open Access articles published, all supplemental material carries a non-exclusive license, and permission requests for re-use of supplemental material or any part of supplemental material shall be sent directly to the copyright owner as specified in the copyright notice associated with the article.
