TOP MANAGEMENT TEAMS AND PERFORMANCE IN NON-LISTED FAMILY FIRMS

2012 ◽  
pp. 2780-2815
Author(s):  
M. Katiuska Cabrera-Suárez ◽  
Josefa D. Martín-Santana
Keyword(s):  
Family Firms ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
And Performance

Top management teams and performance in non-listed family firms

2013 ◽  
Vol 19 (4) ◽  
pp. 405-423 ◽  
Author(s):  
M Katiuska Cabrera-Suárez ◽  
Josefa D Martín-Santana
Keyword(s):  
Social Capital ◽  
Significant Influence ◽  
Family Firms ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Top Executives ◽  
Theoretical Approaches ◽  
The Family ◽  
And Performance

AbstractSupporting on recent theoretical approaches to the concept of familiness based on the notion of social capital, this study analyzes the composition of top management teams in non-listed family firms and its effect on the performance of these firms. An empirical analysis comprising 929 Spanish private family firms highlights the positive and significant influence of the inclusion of non-family managers, the family nature of top executives, as well as the presence of the founder. The study includes no significant results regarding homogeneity within family managers, or the interaction between a top family executive and the proportion of non-family managers.

The impact of the top management teams’ knowledge and experience on strategic decisions and performance

2016 ◽  
Vol 23 (4) ◽  
pp. 504-523 ◽  
Author(s):  
Peng-Yu Li
Keyword(s):  
Positive Association ◽  
International Experience ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Strategic Decisions ◽  
Foreign Countries ◽  
And Performance ◽  
The Impact ◽  
The Relationship

AbstractThis paper explores whether top management teams’ (TMTs) knowledge and experience are significant predictors of a firm’s strategic decisions and organization outcomes. The existing research throws little light on how firms with limited resources embedded in TMTs, particularly in emerging markets, innovate and achieve success in foreign countries. We focus on the impact of TMTs’ functional background heterogeneity and international experience on innovation and internationalization, as well as examine the relationship between innovation, internationalization and performance. The proposed relationships are empirically investigated in a sample of Taiwanese-listed companies operating in the electronics industry. The results demonstrate a positive association between a TMT’s functional background heterogeneity and a firm’s innovation. Moreover, a TMT’s international experience relates positively to a firm’s innovation and internationalization, therefore firms with a higher level of innovation achieve a higher level of internationalization.

Familiness in Top Management Teams: Commentary on Ensley and Pearson's “An Exploratory Comparison of the Behavioral Dynamics of Top Management Teams in Family and Nonfamily New Ventures: Cohesion, Conflict, Potency, and Consensus”

2005 ◽  
Vol 29 (3) ◽  
pp. 285-291 ◽  
Author(s):  
Mattias Nordqvist
Keyword(s):  
Family Business ◽  
Family Firms ◽  
New Ventures ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Behavioral Dynamics ◽  
Definition Of

This commentary elaborates further upon the proposition that “familiness” can serve as a unique advantage in family firms, contributing to more effective behavioral processes in top management teams of family firms. This is done by offering three routes for extension based on the perspective on top management teams, the concept of “familiness,” and the definition of family business adopted in the article.

scholarly journals The influence of non-family members in top management teams on research and development investment: Evidence from Chinese family firms

PLoS ONE ◽  
2021 ◽  
Vol 16 (10) ◽  
pp. e0258200
Author(s):  
Yujia Shao ◽  
Dechun Huang ◽  
Lelin Lv ◽  
Jie Yu
Keyword(s):  
Research And Development ◽  
Family Firms ◽  
Family Members ◽  
Top Management Teams ◽  
Management Teams ◽  
Family Characteristics ◽  
Chinese Family ◽  
Top Management ◽  
D Investment ◽  
Positive Effect

The diversified management ability of the non-family members in the top management teams (TMTs) can significantly increase the research and development (R&D) investment of the family firms. However, existing studies focus on family characteristics. To bridge the gap, this study explored the R&D investment propensity for family firms from the perspective of non-family members’ participation in TMTs. Based on the upper echelons and the socioemotional wealth theory, this paper incorporated the non-economic goals that influence strategic decisions on family firms into the analytical framework. According to the questionnaire data of Chinese private enterprises, the Tobit regression model was used to analyze the influence of family members on R&D investment decisions under non-economic goal orientations. The results indicated that the preference for control and influence among family members weakens the positive effect of non-family managers on R&D investment, while the preferences for status perception and social responsibility strengthen the positive effect.

Family Social Capital, Trust within the TMT, and the Establishment of Corporate Goals Related to Nonfamily Stakeholders

2014 ◽  
Vol 28 (2) ◽  
pp. 145-162 ◽  
Author(s):  
M. Katiuska Cabrera-Suárez ◽  
M. Cruz Déniz-Déniz ◽  
Josefa D. Martín-Santana
Keyword(s):  
Social Capital ◽  
Family Firms ◽  
Family Members ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Indirect Influence ◽  
Family Social Capital ◽  
Spanish Family ◽  
Corporate Goals

Based on a social capital approach, we analyze how structural and cognitive family social capital (FSC) influences the establishment of corporate goals related to nonfamily stakeholders (EGNFS) in family firms. Data were obtained from 374 family and nonfamily members of top management teams (TMTs) in 173 Spanish family firms. Results show that structural FSC directly influences the establishment of corporate goals related to nonfamily stakeholders. Also there is an indirect influence through the effect FSC has on the relational social capital (trust) in the TMT. When data are split based on familial and nonfamilial TMTs (depending on the percentage of family members), results show important differences between the two groups.

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