David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Proceedings of the International Association for Business and Society 20:194-205 (2009)
Family ownership and/or involvement in the business have rarely been adopted as a discriminating variable in organizations and the natural environment or sustainability research. Family firms introduce a dynamic that is different from professionally run firms. This paper develops a theoretical framework to show that family firms whose dominant family coalition shares a vision of sustainability will be more likely to develop and deploy their organizational capabilities for a sustainability strategy. In family firms with a shared vision of sustainability, familiness, localness, long-term orientation, and family identity will have a positive mediating effect on the deployment of organizational capabilities for a proactive sustainability strategy
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