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    978-0-415-66908-5
    October 22nd 2012

Description

Until the early 1980s, serious academic research on family businesses was sparse, to say the least. The scholarship that did exist was primarily based on anecdotal evidence, and mostly biased toward the negative effects of family involvement, particularly in terms of nepotism and family feuds undermining a firm’s performance and familial relationships. Considered at best an example for how not to manage a business, family business was deemed not worthy of scientific attention. This has changed dramatically over the past three decades and this new Routledge Major Works collection provides users with background knowledge about the foundations of family-business theory and research, as well as a sense of its theoretical and empirical variety. Edited and with a new introduction by a team of leading scholars, the four volumes assemble the very best and most influential works in family business to provide an authoritative research resource.

Contents

Volume I

Part 1: History and Development of the Field

1. P. Sharma, F. Hoy, et al., ‘The Practice-Driven Evolution of Family Business Education’, Journal of Business Research, 60, 2007, 1012–21.

2. A. Stewart and A. S. Miner, ‘The Prospects for Family Business in Research Universities’, Journal of Family Business Strategy, 2011, 2, 1, 3–14.

3. S. A. Zahra, S. B. Klein, et al. ‘Theory Building and the Survival of Family Firms: Four Promising Research Directions’, in P. Z. Poutziouris, K. X. Smyrnios, and S. B. Klein (eds.), Handbook of Research on Family Business (Edward Elgar, 2006), pp. 614–17.

4. S. A. Zahra and P. Sharma, ‘Family Business Research: A Strategic Reflection’, Family Business Review, 2004, 17, 4, 331–46.

Part 2: Early Writings

5. R. Beckhard and W. G. Dyer, Jr., ‘Managing Change in the Family Firm: Issues and Strategies’, Sloan Management Review, 1983, 24, 3, 59–65.

6. J. A. Davis and R. Tagiuri, ‘Bivalent Attributes of the Family Firm’, Family Business Sourcebook (Owner Managed Business Institute, 1982), pp. 62–73.

7. E. Kepner, ‘The Family and the Firm: A Coevolutionary Perspective’, Organizational Dynamics, 1983, 12, 1, 57–70.

8. I. S. Lansberg, Managing Human Resources in Family Firms: The Problem of Institutional Overlap’, Organizational Dynamics, 1983, 12, 1, 39–46.

9. I. S. Lansberg, ‘The Succession Conspiracy’, Family Business Review, 1988, 1, 2, 119–43.

10. M. F. Whiteside and F. Herz-Brown, ‘Drawbacks of a Dual Systems Approach to Family Firms: Can We Expand Our Thinking?’, Family Business Review, 1991, 4, 4, 383–93.

Part 3: Theoretical Foundations

11. C. P. Alderfer, ‘Understanding and Consulting to Family Business Boards’, Family Business Review, 1988, 1, 3, 249–61.

12. R. C. Anderson and D. M. Reeb, ‘Founding Family Ownership and Firm Performance: Evidence from the S&P 500’, Journal of Finance, 2003, 58, 3, 1301–28.

13. J. H. Astrachan, S. B. Klein, et al., ‘The F-PEC scale of Family Influence: A Proposal for Solving the Family Business Definition Problem’, Family Business Review, 2002, 15, 1, 45–58.

14. J. J. Chrisman, J. H. Chua, et al., ‘A Unified Systems Perspective of Family Firm Performance: An Extension and Integration’, Journal of Business Venturing, 2003, 18, 4, 467–72.

15. J. J. Chrisman, J. H. Chua, et al., ‘Trends and Directions in the Development of a Strategic Management Theory of the Family Firm’, Entrepreneurship Theory and Practice, 2005, 29, 5, 555–76.

16. C. M. Daily and M. J. Dollinger, ‘An Empirical Examination of Ownership Structure in Family and Professionally Managed Firms’, Family Business Review, 1992, 5, 2, 117–36.

17. T. J. Rothausen, ‘Family in Organizational Research: A Review and Comparison of Definitions and Measures’, Journal of Organizational Behavior, 1999, 20, 6, 817–36.

18. W. S. Schulze, M. H. Lubatkin, et al., ‘Agency Relationships in Family Firms: Theory and Evidence’, Organization Science, 2001, 12, 2, 99–116.

Volume II

Part 4: Recent Conceptual Work

19. A. F. Adams and G. E. Manners, ‘Goal Setting and the Cost of Capital: An Alternative to "Traditional" Approaches’, in S. L. True (ed.), Business Acumen: Insights from the Faculty and Friends of the Coles College of Business (Kennesaw State University Press, 2011), pp. 103–26.

20. J.- L. Arregle, M. A. Hitt, et al. ‘The Development of Organizational Social Capital: Attributes of Family Firms’, Journal of Management Studies, 2007, 44, 1, 73–95.

21. J. H. Astrachan, ‘Strategy in Family Business: Toward a Multidimensional Research Agenda’, Journal of Family Business Strategy, 2010, 1, 1, 6–14.

22. J. H. Astrachan and P. Jaskiewicz, ‘Emotional Returns and Emotional Costs in Privately Held Family Businesses: Advancing Traditional Business Valuation’, Family Business Review, 2008, 21, 2, 139–49.

23. J. H. Astrachan and T. M. Zellweger, ‘Performance of Family Firms: A Literature Review and Guidance for Future Research’, Zeitschrift für KMU und Entrepreneurship, 2008, 56, 1/2, 83–108.

24. A. Bjornberg and N. Nicholson, ‘The Family Climate Scales: Development of a New Measure for Use in Family Business Research’, Family Business Review, 2007, 20, 3, 229–46.

25. H. Frank, M. Lueger, et al., ‘The Concept of "Familiness": Literature Review and Systems Theory-Based Reflections’, Journal of Family Business Strategy, 2010, 1, 3, 119–30.

26. L. R. Gomez-Mejia, K. T. Haynes, et al., ‘Socioemotional Wealth and Business Risks in Family-Controlled Firms: Evidence from Spanish Olive Oil Mills’, Administrative Science Quarterly, 2007, 52, 1, 106–37.

27. F. W. Kellermanns and K. A. Eddleston, ‘Feuding Families: When Conflict Does a Family Firm Good’, Entrepreneurship Theory & Practice, 2004, 28, 3, 209–28.

28. M. H. Lubatkin, W. S. Schulze, et al., ‘The Effects of Parental Altruism on the Governance of Family-Managed Firms’, Journal of Organizational Behavior, 2005, 26, 3, 313–30.

29. D. Miller and I. Le Breton-Miller, ‘Family Governance and Firm Performance: Agency, Stewardship, and Capabilities’, Family Business Review, 2006, 19, 1, 73–87.

30. D. Miller and I. Le Breton-Miller, ‘Management Insights from Great and Struggling Family Businesses’, Long Range Planning, 2005, 38, 6, 517–30.

31. D. Miller, I. Le Breton-Miller, et al. ‘Stewardship vs. Stagnation: An Empirical Comparison of Small Family and Non-Family Businesses’, Journal of Management Studies, 2008, 45, 1, 51–78.

32. D. Miller, L. Steier, et al. ‘Lost in Time: Intergenerational Succession, Change, and Failure in Family Business’, Journal of Business Venturing, 2003, 18, 4, 513–31.

33. T. M. Pieper and J. H. Astrachan, ‘Mechanisms to Assure Family Business Cohesion: Guidelines for Family Business Leaders and their Families’ (Cox Family Enterprise Center, 2008), pp. 1–42.

34. L. P. Steier and D. Miller, ‘Pre- and Post-Succession Governance Philosophies in Entrepreneurial Family Firms’, Journal of Family Business Strategy, 2010, 1, 3, 145–54.

35. N. Rantanen and I. Jussila, ‘F-CPO: A Collective Psychological Ownership Approach to Capturing Realized Family Influence on Business’, Journal of Family Business Strategy, 2011, 2, 139–50.

36. J. W. Webb, D. J. Ketchen Jr., et al., ‘Strategic Entrepreneurship within Family-Controlled Firms: Opportunities and Challenges’, Journal of Family Business, 2010, 1, 2, 67–77.

37. T. M. Zellweger, K. A. Eddleston, et al., ‘Exploring the Concept of Familiness: Introducing Family Firm Identity’, Journal of Family Business Strategy, 2010, 1, 1, 54–63.

Volume III

Part 5: Most Impactful Research

38. R. C. Anderson, S. A. Mansi, and D. M. Reeb, ‘Founding Family Ownership and the Agency Cost of Debt’, Journal of Financial Economics, 2003, 68, 2, 263–85.

39. R. C. Anderson and D. M. Reeb, ‘Founding-Family Ownership, Corporate Diversification, and Firm Leverage’, Journal of Law & Economics, 2003, 46, 653–80.

40. R. C. Anderson and D. M. Reeb, ‘Board Composition: Balancing Family Influence in S&P 500 Firms’, Administrative Science Quarterly, 2004, 49, 2, 209–37.

41. J. H. Astrachan and T. M. Pieper, ‘Working with Families in Business: Common Scenarios and Suggestions for Intervention’, Familiendynamik, 2010, 35, 1, 4–9.

42. P. Berrone, C. Cruz, et al., ‘Socioemotional Wealth and Corporate Responses to Institutional Pressures: Do Family-Controlled Firms Pollute Less?’, Administrative Science Quarterly, 2010, 55, 82–113.

43. M. Carney, ‘Corporate Governance and Competitive Advantage in Family-Controlled Firms’, Entrepreneurship: Theory & Practice, 2005, 29, 3, 249–65.

44. M. Carney and E. Gedajlovic, ‘The Co-evolution of Institutional Environments and Organizational Strategies: The Rise of Family Business Groups in the ASEAN Region’, Organization Studies, 2002, 23, 1, 1–29.

45. J. J. Chrisman, J. H. Chua, et al., ‘Comparing the Agency Costs of Family and Non-Family Firms: Conceptual Issues and Exploratory Evidence’, Entrepreneurship: Theory & Practice, 2004, 28, 4, 335–54.

46. J. B. L. Craig and K. Moores, ‘A 10-year Longitudinal Investigation of Strategy, Systems, and Environment on Innovation in Family Firms’, Family Business Review, 2006, 19, 1, 1–10.

47. J. B. L. Craig and K. Moore, ‘Strategically Aligning Family and Business Systems Using the Balanced Scorecard’, Journal of Family Business Strategy, 2010, 1, 2, 78–87.

48. L. E. Dana and K. X. Smyrnios, ‘Family Business Best Practices: Where From and Where To?’, Journal of Family Business Strategy, 2010, 1, 1, 40–53.

49. C. C. Dibrell and M. Moeller, ‘The Impact of a Service-Dominant Focus Strategy and Stewardship Culture on Organizational Innovativeness in Family-Owned Businesses’, Journal of Family Business Strategy, 2011, 2, 1, 43–51.

50. K. A. Eddleston and F. W. Kellermanns, ‘Destructive and Productive Family Relationships: A Stewardship Theory Perspective’, Journal of Business Venturing, 2007, 22, 4, 545–65.

51. L. R. Gomez-Mejia, M. Makri, et al., ‘Diversification Decisions in Family-Controlled Firms’, Journal of Management Studies, 2010, 47, 2, 223–52.

52. I. Le Breton-Miller and D. Miller, ‘Why Do Some Family Businesses Out-Compete? Governance, Long-Term Orientations, and Sustainable Capability’, Entrepreneurship: Theory & Practice, 2006, 30, 6, 731–46.

53. I. Le Breton-Miller, D. Miller, et al., ‘Stewardship or Agency? A Social Embeddedness Reconciliation of Conduct and Performance in Public Family Businesses’, Organization Science, 2011, 22, 3, 704–21.

54. M. H. Lubatkin, R. Durand, et al., ‘The Missing Lens in Family Firm Governance Theory: A Self-Other Typology of Parental Altruism’, Journal of Business Research, 2007, 60, 10, 1022–9.

55. D. L. McConaugby, C. H. Matthews, et al., ‘Founding Family Controlled Firms: Performance, Risk, and Value’, Journal of Small Business Management, 2001, 39, 1, 31–49.

56. D. Miller, I. Le Breton-Miller, et al., ‘Are Family Firms Really Superior Performers?’, Journal of Corporate Finance, 2007, 13, 5, 829–58.

Volume IV

57. D. Miller, J. Lee, et al., ‘Filling the Institutional Void: The Social Behavior and Performance of Family vs. Non-Family Technology Firms in Emerging Markets’, Journal of International Business Studies, 2009, 1, 1–16.

58. D. Miller, I. Le Breton-Miller, et al., ‘Family and Lone Founder Ownership and Strategic Behaviour: Social Context, Identity, and Institutional Logics’, Journal of Management Studies, 2011, 48, 1, 1–25.

59. M. Mustakallio, E. Autio, et al., ‘Relational and Contractual Governance in Family Firms: Effects on Strategic Decision Making’, Family Business Review, 2002, 15, 3, 205–22.

60. T. Randoy and S. Goel, ‘Ownership Structure, Founder Leadership, and Performance in Norwegian SMEs: Implications for Financing Entrepreneurial Opportunities’, Journal of Business Venturing, 2003, 18, 5, 619–37.

61. W. S. Schulze, M. H. Lubatkin, et al., ‘Toward a Theory of Agency and Altruism in Family Firms’, Journal of Business Venturing, 2003, 18, 4, 473–90.

62. S. Sciascia and P. Mazzola, ‘Family Involvement in Ownership and Management: Exploring Nonlinear Effects on Performance’, Family Business Review, 2008, 21, 4, 331–45.

63. S. Sciascia, P. Mazzola, et al., ‘The Role of Family Ownership in International Entrepreneurship: Exploring Nonlinear Effects’, Small Business Economics, 2010, 1–17.

64. P. Sharma and P. G. Irving, ‘Four Bases of Family Business Successor Commitment: Antecedents and Consequences’, Entrepreneurship: Theory & Practice, 2005, 29, 1, 13–33.

65. P. Sieger, F. Bernhard, et al., ‘Affective Commitment and Job Satisfaction Among Non-Family Employees: Investigating the Roles of Justice Perceptions and Psychological Ownership’, Journal of Family Business Strategy, 2011, 2, 2, 78–89.

66. K. X. Smyrnios, C. A. Romano, et al., ‘Work-Family Conflict: A Study of American and Australian Family Businesses’, Family Business Review, 2003, 16, 1, 35–51.

67. L. P. Steier, ‘Family Firms, Plural Forms of Governance, and the Evolving Role of Trust’, Family Business Review, 2001, 14, 4, 353–67.

68. S. A. Zahra, ‘International Expansion of U.S. Manufacturing Family Businesses: The Effect of Ownership and Involvement’, Journal of Business Venturing, 2003, 18, 4, 495–512.

69. S. A. Zahra, ‘Entrepreneurial Risk Taking in Family Firms’, Family Business Review, 2005, 18, 1, 23–40.

70. S. A. Zahra, ‘Harvesting Family Firms’ Organizational Social Capital: A Relational Perspective’, Journal of Management Studies, 2010, 47, 2, 345–66.

71. S. A. Zahra, J. C. Hayton, et al., ‘Entrepreneurship in Family vs. Non-Family Firms: A Resource-Based Analysis of the Effect of Organizational Culture’, Entrepreneurship: Theory & Practice, 2004, 28, 363–81.

Name: Family Business (Hardback)Routledge 
Description: Edited by Joseph Astrachan, Kristi McMillan, Torsten Pieper. Until the early 1980s, serious academic research on family businesses was sparse, to say the least. The scholarship that did exist was primarily based on anecdotal evidence, and mostly biased toward the negative effects of family involvement,...
Categories: Organizational Studies, Major Works