Doing more with less: Innovation input and output with family firms P Duran, N Kammerlander, M van Essen, T Zellweger Academy of Management Journal 59 (4), 1224-1264, 2016 | 999 | 2016 |
The family innovator's dilemma: how family influence affects the adoption of discontinuous technologies by incumbent firms A König, N Kammerlander, A Enders Academy of Management Review 38 (3), 418-441, 2013 | 561 | 2013 |
Innovation with Limited Resources: Management Lessons from the German Mittelstand A De Massis, D Audretsch, L Uhlaner, N Kammerlander Journal of Product Innovation Management 35 (1), 125-146, 2018 | 480 | 2018 |
The Impact of Shared Stories on Family Firm Innovation: A Multi-Case Study N Kammerlander, C Dessi, M Bird, M Floris, A Murru Family Business Review 28 (4), 332-354, 2015 | 291 | 2015 |
Exploration and Exploitation in Established Small and Medium-sized Enterprises: The Effect of CEOs’ Regulatory Focus N Kammerlander, D Burger, A Fust, U Fueglistaller Journal of Business Venturing 30 (4), 582–602, 2015 | 285 | 2015 |
Digital transformation in family-owned Mittelstand firms: A dynamic capabilities perspective J Soluk, N Kammerlander European Journal of Information Systems 30 (6), 676-711, 2021 | 278 | 2021 |
An attention-based view of family firm adaptation to discontinuous technological change: Exploring the role of family CEOs’ non-economic goals N Kammerlander, M Ganter Journal of Product Innovation Management 32 (3), 361-383, 2015 | 263 | 2015 |
Leadership styles and leadership behaviors in family firms: A systematic literature review A Fries, N Kammerlander, M Leitterstorf Journal of Family Business Strategy 12 (1), 100374, 2021 | 191 | 2021 |
Family, wealth, and governance: an agency account T Zellweger, N Kammerlander Entrepreneurship Theory and Practice 39 (6), 1281-1303, 2015 | 188 | 2015 |
The role of information asymmetry in the choice of entrepreneurial exit routes T Dehlen, T Zellweger, N Kammerlander, F Halter Journal of Business Venturing 29, 193-209, 2014 | 181 | 2014 |
Family influence and digital business model innovation: the enabling role of dynamic capabilities J Soluk, I Miroshnychenko, N Kammerlander, A De Massis Entrepreneurship Theory and Practice 45 (4), 867-905, 2021 | 180 | 2021 |
Digital entrepreneurship in developing countries: The role of institutional voids J Soluk, N Kammerlander, S Darwin Technological Forecasting and Social Change 170, 120876, 2021 | 150 | 2021 |
Trusted Advisors in a Family Business’s Succession-Planning Process—An Agency Perspective A Michel, N Kammerlander Journal of Family Business Strategy 6 (1), 45-57, 2015 | 149 | 2015 |
Why do incumbents respond heterogeneously to disruptive innovations? The interplay of domain identity and role identity N Kammerlander, A König, M Richards Journal of Management Studies 55 (7), 1122-1165, 2018 | 142 | 2018 |
Innovation motives in family firms: A transgenerational view V Diaz-Moriana, E Clinton, N Kammerlander, GT Lumpkin, JB Craig Entrepreneurship theory and practice 44 (2), 256-287, 2020 | 140 | 2020 |
Collaborative brand attacks in social media: Exploring the antecedents, characteristics, and consequences of a new form of brand crises PA Rauschnabel, N Kammerlander, BS Ivens Journal of Marketing Theory and Practice 24 (4), 381-410, 2016 | 137 | 2016 |
Capturing family firm heterogeneity: How taxonomies and typologies can help the field move forward DO Neubaum, N Kammerlander, KH Brigham Family Business Review 32 (2), 106-130, 2019 | 123 | 2019 |
Exogenous shocks and the adaptive capacity of family firms: exploring behavioral changes and digital technologies in the COVID‐19 pandemic J Soluk, N Kammerlander, A De Massis R&D Management 51 (4), 364-380, 2021 | 113 | 2021 |
Motivation gaps and implementation traps: The paradoxical and time‐varying effects of family ownership on firm absorptive capacity J Kotlar, A De Massis, F Frattini, N Kammerlander Journal of Product Innovation Management 37 (1), 2-25, 2020 | 97 | 2020 |
Value creation in family firms: A model of fit N Kammerlander, P Sieger, W Voordeckers, T Zellweger Journal of Family Business Strategy 6 (2), 63-72, 2015 | 92 | 2015 |