AstrachanJHKolenkoTA (1994) A neglected factor explaining family business success: Human resource practices. Family Business Review7(3): 251–262.
2.
AustIBrandlJKeeganA (2015) State-of-the-art and future directions for HRM from a paradox perspective: Introduction to the special issue. German Journal of Human Resource Management29(3–4): 194–213.
3.
BarnettTKellermannsFW (2006) Are we family or are we treated as family? Nonfamily employees’ perceptions of justice in the family firm. Entrepreneurship Theory and Practice30(6): 837–854.
4.
ChrismanJJChuaJHKellermannsFW (2009) Priorities, resource stocks, and performance in family and nonfamily firms. Entrepreneurship Theory and Practice33(3): 739–760.
5.
CruzCFirfiraaySGomez-MejiaLR (2011) Socioemotional wealth and human resource management (HRM) in family-controlled firms. In: JoshiALiaoHMartocchioJJ (eds) Research in Personnel and Human Resources Management, vol. 30. Bingley: Emerald Insight, 159–217.
6.
De KokJMPUhlanerLMThurikAR (2006) Professional HRM practices in family owned-managed enterprises. Journal of Small Business Management44(3): 441–460.
7.
DuranPKammerlanderNvan EssenMZellwegerT (2016) Doing more with less: Innovation input and output in family firms. Academy of Management Journal59(4): 1224–1264.
8.
EngelPHackAKellermannsFW (2015) Finding the right balance: Analyzing outside directors’ pay mix in public family firms. Journal of Family Business Strategy6: 130–140.
9.
GedajlovicECarneyMChrismanJJKellermannsFW (2012) The adolescence of family firm research: Taking stock and planning for the future. Journal of Management38(4): 1010–1037.
10.
GuestDE (2011) Human resource management and performance: Still searching for some answers. Human Resource Management Journal21(1): 3–13.
11.
GuestDEWoodrowC (2012) Exploring the boundaries of human resource managers’ responsibilities. Journal of Business Ethics111(1): 109–119.
12.
HauffSAlewellDHansenNK (2014) HRM systems between control and commitment: Occurrence, characteristics and effects on HRM outcomes and firm performance. Human Resource Management Journal24(4): 424–441.
13.
HauswaldHHackAKellermannsFWPatzeltH (2016) Attracting new talent to family firms: Who is attracted and under what conditions?Entrepreneurship Theory and Practice40(5): 963–989.
14.
HoonC (2013) Meta-synthesis of qualitative case studies: An approach to theory building. Organizational Research Methods16: 522–556.
15.
IFERA (2003) Family businesses dominate. Family Business Review16(4): 235–240.
16.
JarzabkowskiPLêJVan de VenAH (2013) Responding to competing strategic demands: How organizing, belonging, and performing paradoxes coevolve. Strategic Organization11(3): 245–280.
17.
KidwellREHoyFIbarrecheS (2012) ‘Ethnic’ family business or just family business? Human resource practices in the ethnic family firm. Journal of Family Business Strategy3(1): 12–17.
18.
KimYGaoFY (2010) An empirical study of human resource management practices in family firms in China. International Journal of Human Resource Management21(12): 2095–2119.
19.
LeBreton-MillerIMillerD (2006) Why do some family businesses outcompete? Governance, long-term orientation, and sustainable capability. Entrepreneurship Theory and Practice30(6): 731–746.
20.
MillerDLeeJChangSLe 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 Studies40(5): 802–817.
21.
MillerDWrightMLe Breton-MillerIScholesL (2015) Resources and innovation in family businesses: The Janus-face of socioemotional preferences. California Management Review58(4): 20–40.
22.
RidderH-GHoonC (2009) Introduction to the Special Issue: Qualitative methods in research on human resource management. German Journal of Human Resource Management23(2): 93–106.
23.
StrikeVMBerronePSappSGCongiuL (2015) A socioemotional wealth approach to CEO career horizons in family firms. Journal of Management Studies52(4): 555–583.