Thomas Zellweger

TL;DR: It is hypothesized that socioemotional wealth increases with the extent of current control, duration of control, and intentions for transgenerational control, thus adding to the price at which owners would be willing to sell their firms to nonfamily buyers.

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 argue that family firms invest less in innovation but have an increased conversion rate of innovation input into output and, ultimately, a higher innovation output than non-family firms.

TL;DR: This paper investigated how intentional founders, successors, and employees differ in terms of locus of control and entrepreneurial self-efficacy as well as independence and innovation motives and found that transitive likelihood of career intent depends on degree of entrepreneurial selfefficacy and the independence motive.

TL;DR: In this article, the authors develop an organizational identity-based rationale for why family firms strive for non-financial goals. And they suggest that the concern for corporate reputation leads the family to pursue nonfinancial goals to the benefit of nonfamily stakeholders.