Kimberly A. Eddleston

TL;DR: In this article, the authors used stewardship theory to explain why some family firms flourish while others are plagued by conflict, and examined how altruism and control concentration affect relationship conflict and a participative strategy process.

TL;DR: In this paper, the authors investigate which families are most likely to build familiness and introduce organizational identity as a third dimension of a family's involvement, essence, and identity, which reflects how the family defines and views the firm, which can facilitate performance advantages through leveraging family involvement both internally and externally.

TL;DR: In this article, the authors developed a theoretical model concerning the effects of task, process, and relationship conflict in family firms and found that relationship conflict moderates the outcomes of task and process conflict.

TL;DR: In this article, the authors assess the empirical relationships of these variables to both entrepreneurial behavior and subsequent firm growth, finding that entrepreneurial behavior can be influenced by inherent characteristics of the CEO, such as age and tenure, as well as by the degree of family influence in the firm, as indicated by the number of generations involved in the business.

TL;DR: In this article, the authors investigate how generational involvement, willingness to change and the ability to recognize technological opportunities impact corporate entrepreneurship in family firms and also examine strategic planning as a facilitating process.