… can be a double edged sword for multinational family business groups from emerging economies
… on a longitudinal dataset of multinational family business groups from Taiwan. We find …

… traits to the broader family business network. As a result of these mixed findings, the … from
discussing whether family firms have more entrepreneurial orientation than non-family firms to …

… Our results also show that family firms invest in KM processes that … of a group of family
businesses that is active in the trade, hospitality, airline and real estate sectors. The family group is …

… Manipulation of the financial report in companies that constitute a business group is easily
… between the companies in the business group. As such, the group companies have a great …

… Indeed, gender diversity has been labeled a double edged sword in that it can elicit both
positive … More specifically, we expect the positive association between female leadership and …

… family). Hence, the objective of the study is the comparison of results in family and non-family
firms … Therefore, they are less likely to introduce new ideas or new networks in the company’…

… We define family-controlled firms as organizations where family members retain significant
decision-making power concerning strategic direction and the making of key appointments. …

… that family businesses are not a homogenous group, … family businesses by offering three
archetypes of family firms according to the determining stakeholder (ownership, business, family…

… Based on the propensity score of new ID appointments, we match firms with appointments
of new IDs (the treatment group) with those without new appointments (the control group). The …

… We also expect a positive association of stress and extra-role … behavior, hence the
double-edged sword effects. In particular, … randomly divided the 500 firms into two equal halves, …