Ambidexterity in family firms: The interplay between family influences within and beyond the executive suite

被引：15

作者：

Van Doorn, Sebastiaan ^{[1
]}

Tretbar, Torben ^{[2
]}

Reimer, Marko ^{[2
]}

Heyden, Mariano ^{[3
]}

机构：

[1] Univ Western Australia, Stirling Highway 35, Crawley, WA 6009, Australia

[2] WHU Otto Beisheim Sch Management, Burgpl 2, D-56179 Vallendar, Germany

[3] Monash Business Sch, 900 Dandenong Rd, Caulfield, Vic 3145, Australia

来源：

LONG RANGE PLANNING | 2022年 / 55卷 / 02期

关键词：

Ambidexterity; Family firms; CEO; TMT; Ownership dispersion; TOP MANAGEMENT TEAM; MODERATING ROLE; ORGANIZATIONAL AMBIDEXTERITY; SOCIOEMOTIONAL WEALTH; MANAGERIAL DISCRETION; ENTREPRENEURIAL ORIENTATION; CORPORATE ENTREPRENEURSHIP; EXPLORATORY INNOVATION; INTERRATER RELIABILITY; BEHAVIORAL AGENCY;

D O I：

10.1016/j.lrp.2020.101998

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

Ambidexterity commonly refers to the simultaneous pursuit of exploration and exploitation and may be particularly beneficial for family firms. In this study, we investigate how family CEO and top management team (TMT) family affiliation influence ambidexterity. In addition, we consider the role of family ownership dispersion and how it impacts the ability of the top managers of family firms to foster ambidexterity. We test our hypotheses on a unique dataset combining archival and multiple respondent survey data of 167 German family firms. Our results shed light on conditions under which family-led leadership can pursue ambidexterity.

引用

页数：16

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