LEADER 02840nam 2200373 450 001 9910765759503321 005 20230326234053.0 010 $a3-03842-782-9 035 $a(CKB)5400000000000398 035 $a(NjHacI)995400000000000398 035 $a(EXLCZ)995400000000000398 100 $a20230326d2018 uy 0 101 0 $aeng 135 $aur||||||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 00$aPerformance and Behavior of Family Firms /$fedited by Esra Memili 210 1$aBasel :$cMDPI,$d2018. 210 4$dİ2018 215 $a1 online resource (v, 172 pages) $cillustrations 320 $aIncludes bibliographical references. 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 $a658.045 702 $aMemili$b Esra 801 0$bNjHacI 801 1$bNjHacl 906 $aBOOK 912 $a9910765759503321 996 $aPerformance and Behavior of Family Firms$93653538 997 $aUNINA