LEADER 02795nam 2200349 450 001 9910674013603321 005 20230623093912.0 035 $a(CKB)4100000002964860 035 $a(NjHacI)994100000002964860 035 $a(EXLCZ)994100000002964860 100 $a20230623d2018 uy 0 101 0 $aeng 135 $aur||||||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aPerformance and Behavior of Family Firms /$fEsra Memili 210 1$aBasel :$cMDPI - Multidisciplinary Digital Publishing Institute,$d2018. 215 $a1 online resource (v, 164 pages) 311 $a3-03842-781-0 327 $aEsra Memili -- Esra Memili and Kaustav Misra -- Juan Manuel San Martin-Reyna and Jorge A. Duran-Encalada -- Britta Boyd, Isabel C. Botero and Tomasz A. Fediuk -- Jacek Lipiec -- Gerard Hirigoyen and Thierry Poulain-Rehm -- Magdy Noguera and Erick Paulo Cesar Chang -- Jin-Hui Luo and Heng Liu -- Henrik Harms. 330 $aFamily involvement characterizes a large number of firms around the world and is thought to significantly impact their strategies, behavior, and performance. Family involvement occurs when a family exerts control over the firm through ownership and management. When family involvement leads to intentions to pursue particularistic goals and strategies, controlling families are more likely to exert a significant influence on firm strategies, behavior, and performance. Indeed, intentions imply that a firm's strategic behaviors will be oriented toward preserving the economic and socioemotional value of the firm for the family in the long term. Hence, the "essence" of a family firm is thought to be a function of a family's influence on the culture, functioning, and behavior of the firm owing to the pursuit of a family's vision for the firm. As a result, family firm behavior is expected to be distinct from those in non-family firms. Despite the inherent differences between family and non-family firms and heterogeneity among family firms, family involvement is under-researched in organizational studies, which limits the generalization of findings and leads to theoretical ambiguity. Financial strategic decisions and activities may be key to understanding differences between family and non-family firms. Therefore, we invited researchers to shed light on how a family uses its influence to affect financial strategies, behavior, and firm performance. 606 $aFamily-owned business enterprises 615 0$aFamily-owned business enterprises. 676 $a658.045 700 $aMemili$b Esra$01367473 801 0$bNjHacI 801 1$bNjHacl 906 $aBOOK 912 $a9910674013603321 996 $aPerformance and Behavior of Family Firms$93390717 997 $aUNINA LEADER 01404aam 2200397I 450 001 9910714159703321 005 20160922100246.0 024 8 $aGOVPUB-C13-ccd8009329fe82d97ef5593bef903422 035 $a(CKB)4330000001261012 035 $a(OCoLC)958933548 035 $a(EXLCZ)994330000001261012 100 $a20160922d2000 ua 0 101 0 $aeng 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 10$aStrength evaluation of connectors for intermodal containers /$fH. S. Lew; Fahim Sadek; Erik D. Anderson 210 1$aGaithersburg, MD :$cU.S. Dept. of Commerce, National Institute of Standards and Technology,$d2000. 215 $a1 online resource 225 1 $aNISTIR ;$v6557 300 $a2000. 300 $aContributed record: Metadata reviewed, not verified. Some fields updated by batch processes. 300 $aTitle from PDF title page. 320 $aIncludes bibliographical references. 700 $aLew$b H. S$g(Hai Sang)$01385196 701 $aAnderson$b Erik D$01390472 701 $aLew$b H. S$g(Hai Sang)$01385196 701 $aSadek$b Fahim$01387644 712 02$aNational Institute of Standards and Technology (U.S.) 801 0$bNBS 801 1$bNBS 801 2$bGPO 906 $aBOOK 912 $a9910714159703321 996 $aStrength evaluation of connectors for intermodal containers$93443190 997 $aUNINA