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Talent-based and conflict perspectives in family firm governance
HEC Montreal & University of Alberta.
HEC Montreal & University of Alberta.
Bocconi University.
Bocconi University.
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2013 (English)In: Academy of Management Proceedings, January 2013 (Meeting Abstract Supplement) 11851, 2013Conference paper, Abstract (Refereed)
Abstract [en]

Top executive talent has been seen as a core driver of firm performance since it vitally influences how resources are invested and managed to create competitive advantage. However, there is relatively little research into the managerial and ownership contexts which enable that talent to be most effective. We shall argue and demonstrate that within family firms, complementary leadership and ownership resources and circumstances are critical to the effective performance of non-family CEOs. It will be shown that family firms perform best when non-family executives are present within a context that minimizes conflict among owners and executives and among family and non-family executives.

Place, publisher, year, edition, pages
2013.
Keyword [en]
CEOs; family firms; leadership structure
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hj:diva-29303DOI: 10.5465/AMBPP.2013.11851abstractOAI: oai:DiVA.org:hj-29303DiVA: diva2:900006
Conference
2013 Annual Meeting of the Academy of Management, August 9-13, 2013, Orlando, Florida
Available from: 2016-02-03 Created: 2016-02-03 Last updated: 2016-02-22Bibliographically approved

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Pittino, Daniel
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ReferencesLink to record
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