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The impact of family structure on issue selling by successor generation members in family firms

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  • Ling, Yan
  • Baldridge, David
  • Craig, Justin B.
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    Abstract

    Input from members of the successor generation to the incumbent leader of the business is important to family firms that desire to grow into multi-generational entities. Although researchers have examined upward influence behavior in general, there is a dearth of studies discussing this phenomenon as it relates to family firms. In this paper, we seek to fill this gap by focusing on issue selling behavior—one of the fundamental ways the successor generation pursues upward influence. Issue selling is defined as a discretionary behavior used to direct top managers’ attention toward important issues. Specifically, by integrating the extant issue selling literature with research on the impact of family structure on family decision-making, we help explain the strength of successor generation members’ intentions to sell issues and their choice of selling strategies.

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    Bibliographic Info

    Article provided by Elsevier in its journal Journal of Family Business Strategy.

    Volume (Year): 3 (2012)
    Issue (Month): 4 ()
    Pages: 220-227

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    Handle: RePEc:eee:fambus:v:3:y:2012:i:4:p:220-227

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    Related research

    Keywords: Issue selling; Successor generation member; Family enterprise; Succession; Strategy; Decision-making; Family structure;

    References

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    Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
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    1. Michael H. Lubatkin & Yan Ling & William S. Schulze, 2007. "An Organizational Justice-Based View of Self-Control and Agency Costs in Family Firms," Journal of Management Studies, Wiley Blackwell, vol. 44(6), pages 955-971, 09.
    2. Yan Ling & Steven W Floyd & David C Baldridge, 2005. "Toward a model of issue-selling by subsidiary managers in multinational organizations," Journal of International Business Studies, Palgrave Macmillan, vol. 36(6), pages 637-654, November.
    3. Rafael La Porta & Florencio Lopez-de-Silanes & Andrei Shleifer, 1998. "Corporate Ownership Around the World," Harvard Institute of Economic Research Working Papers 1840, Harvard - Institute of Economic Research.
    4. Flurry, Laura A., 2007. "Children's influence in family decision-making: Examining the impact of the changing American family," Journal of Business Research, Elsevier, vol. 60(4), pages 322-330, April.
    5. Simon, Herbert A, 1979. "Rational Decision Making in Business Organizations," American Economic Review, American Economic Association, vol. 69(4), pages 493-513, September.
    6. Astrachan, Joseph H., 2010. "Strategy in family business: Toward a multidimensional research agenda," Journal of Family Business Strategy, Elsevier, vol. 1(1), pages 6-14, March.
    7. Davis, Harry L, 1976. " Decision Making within the Household," Journal of Consumer Research, University of Chicago Press, vol. 2(4), pages 241-60, March.
    8. Marshall, James P. & Sorenson, Ritch & Brigham, Keith & Wieling, Elizabeth & Reifman, Alan & Wampler, Richard S., 2006. "The paradox for the family firm CEO: Owner age relationship to succession-related processes and plans," Journal of Business Venturing, Elsevier, vol. 21(3), pages 348-368, May.
    9. Corfman, Kim P & Lehmann, Donald R, 1987. " Models of Cooperative Group Decision-Making and Relative Influence: An Experimental Investigation of Family Purchase Decisions," Journal of Consumer Research, University of Chicago Press, vol. 14(1), pages 1-13, June.
    10. Lubatkin, Michael H. & Durand, Rodolphe & Ling, Yan, 2007. "The missing lens in family firm governance theory: A self-other typology of parental altruism," Journal of Business Research, Elsevier, vol. 60(10), pages 1022-1029, October.
    11. Fama, Eugene F & Jensen, Michael C, 1983. "Separation of Ownership and Control," Journal of Law and Economics, University of Chicago Press, vol. 26(2), pages 301-25, June.
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