Talent-based and conflict perspectives in family firm governance
2013 (English)In: Academy of Management Proceedings, January 2013 (Meeting Abstract Supplement) 11851, 2013Conference paper, Abstract (Refereed)
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
CEOs; family firms; leadership structure
IdentifiersURN: urn:nbn:se:hj:diva-29303DOI: 10.5465/AMBPP.2013.11851abstractOAI: oai:DiVA.org:hj-29303DiVA: diva2:900006
2013 Annual Meeting of the Academy of Management, August 9-13, 2013, Orlando, Florida