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J. Kirk Ring

Researcher at Wichita State University

Publications -  12
Citations -  358

J. Kirk Ring is an academic researcher from Wichita State University. The author has contributed to research in topics: Social capital & Socioemotional selectivity theory. The author has an hindex of 7, co-authored 11 publications receiving 300 citations.

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A Measure of Variations in Internal Social Capital among Family Firms

TL;DR: The authors developed a new measure to assess the internal social capital using a sample of family firms and its effect on economic and noneconomic performance, and used it to evaluate the social capital of companies.
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Business Networks and Economic Development in Rural Communities in the United States

TL;DR: In this article, the authors show that while poor rural communities are geographically isolated and small, they are likely to be rich in social capital, and that rural communities in the United States are economically depressed.
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Which Type of Advisors Do Family Businesses Trust Most? An Exploratory Application of Socioemotional Selectivity Theory:

TL;DR: In this article, the authors introduce socioemotional selectivity theory (SEST) from psychology to the family business literature and apply the theory to family businesses, arguing that a family business's age influences whether it trusts family or professional business advisors most.
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Counseling assistance, entrepreneurship education, and new venture performance

TL;DR: In this article, the authors apply the theory of guided preparation to investigate the relative impact of outside counseling assistance and entrepreneurship courses on new venture creation and performance, and find that entrepreneurial education or counseling had a long-term impact on the growth of new ventures.
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Multiple Social Identifications and the Family Firm

TL;DR: In this paper, the influence of the social variable of the family as a catalyst for beneficial outcomes via a stewardship orientation within the firm is investigated through the lens of social identity theory, and the authors contend that the leadership within a family firm can capitalize on the benefits associated with multiple identifications and reduce conflict in the family firm based upon members' perceptions of transformational leadership.