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  1. A Stakeholder Identity Orientation Approach to Corporate Social Performance in Family Firms.B. Bingham John, Jr W. Gibb Dyer, Smith Isaac & L. Adams Gregory - 2011 - Journal of Business Ethics 99 (4):565 - 585.
    Extending the dialogue on corporate social performance (CSP) as descriptive stakeholder management (Clarkson, Acad Manage Rev 20: 92, 1995), we examine differences in CSP activity between family and nonfamily firms. We argue that CSP activity can be explained by the firm's identity orientation toward stakeholders (Brickson, Admin Sci Quart 50: 576, 2005; Acad Manage Rev 32: 864, 2007). Specifically, individualistic, relational, or collectivistic identity orientations can describe a firm's level of CSP activity toward certain stakeholders. Family firms, we suggest, adopt (...)
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  • Ethics in the Family Firm: Cohesion Through Reciprocity and Exchange.Rebecca G. Long & K. Michael Mathews - 2011 - Business Ethics Quarterly 21 (2):287-308.
    The ubiquity of family dominated firms in economies worldwide suggests that inquiry into the nature of the ethical frames of these types of firms is increasingly important. In the context of a social exchange approach and the norm of reciprocity, this manuscript addresses social cohesion in a dominant family firm coalition. It is argued that the factors underlying this cohesion, direct versus indirect reciprocity, shape unique attributes of family firms such as intentions for transgenerational sustainability, the pursuit of non-economic goals, (...)
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  • Drivers of Proactive Environmental Strategy in Family Firms [J].Sharma Pramodita & Sharma Sanjay - 2011 - Business Ethics Quarterly 21 (2):309 - 334.
    Globally, family firms are the dominant organizational form. Family involvement in business and unique family dynamics impacts organizational strategy and performance. However, family control of business has rarely been adopted as a discriminating variable in the organizations and the natural environment research field. Drawing on the theory of planned behavior we develop a conceptual framework of the drivers of proactive environmental strategy in family firms. We argue that family involvement in business influences the attitudes, subjective norms, and perceived behavioral control (...)
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  • Drivers of Proactive Environmental Strategy in Family Firms.Pramodita Sharma & Sanjay Sharma - 2011 - Business Ethics Quarterly 21 (2):309-334.
    Globally, family firms are the dominant organizational form. Family involvement in business and unique family dynamics impacts organizational strategy and performance. However, family control of business has rarely been adopted as a discriminating variable in the organizations and the natural environment (ONE) research field. Drawing on the theory of planned behavior we develop a conceptual framework of the drivers of proactive environmental strategy (PES) in family firms. We argue that family involvement in business influences the attitudes, subjective norms, and perceived (...)
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  • Organizational Virtue Orientation and Family Firms.G. Tyge Payne, Keith H. Brigham, J. Christian Broberg, Todd W. Moss & Jeremy C. Short - 2011 - Business Ethics Quarterly 21 (2):257-285.
    This manuscript develops the concept of organizational virtue orientation (OVO) and examines differences between family and non-family firms on the six organizational virtue dimensions of Integrity, Empathy, Warmth, Courage, Conscientiousness, and Zeal. Using content analysis of shareholder letters from S&P 500 companies, our analyses find that there are significant differences between family and non-family firms in their espoused OVO, with family firms generally being higher. Specifically, family firms were significantly higher on the dimensions of Empathy, Warmth, and Zeal, but lower (...)
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  • Organizational Virtue Orientation and Family Firms.G. Tyge Payne, Keith H. Brigham, J. Christian Broberg, Todd W. Moss & Jeremy C. Short - 2011 - Business Ethics Quarterly 21 (2):257.
    This manuscript develops the concept of organizational virtue orientation and examines differences between family and non-family firms on the six organizational virtue dimensions of Integrity, Empathy, Warmth, Courage, Conscientiousness, and Zeal. Using content analysis of shareholder letters from S&P 500 companies, our analyses find that there are significant differences between family and non-family firms in their espoused OVO, with family firms generally being higher. Specifically, family firms were significantly higher on the dimensions of Empathy, Warmth, and Zeal, but lower on (...)
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  • Family Business Ethics: At the Crossroads of Business Ethics and Family Business.Pedro Vazquez - 2018 - Journal of Business Ethics 150 (3):691-709.
    In spite of the considerable development of research in the fields of business ethics and family business, a comprehensive review and integration of the area where both disciplines intersect has not been undertaken so far. This paper aims at contributing to the call for more research on family business ethics by answering the following research questions: What is the status of the current research at the intersection of business ethics and family business? Why and how do family firms differ from (...)
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  • A Stakeholder Identity Orientation Approach to Corporate Social Performance in Family Firms.John B. Bingham, W. Gibb Dyer, Isaac Smith & Gregory L. Adams - 2011 - Journal of Business Ethics 99 (4):565-585.
    Extending the dialogue on corporate social performance as descriptive stakeholder management, we examine differences in CSP activity between family and nonfamily firms. We argue that CSP activity can be explained by the firm’s identity orientation toward stakeholders. Specifically, individualistic, relational, or collectivistic identity orientations can describe a firm’s level of CSP activity toward certain stakeholders. Family firms, we suggest, adopt a more relational orientation toward their stakeholders than nonfamily firms, and thus engage in higher levels of CSP. Further, we invoke (...)
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  • Emerging Trends in Global Ethics: A Comparative Study of U.S. And International Family Business Values. [REVIEW]Mark S. Blodgett, Colette Dumas & Alberto Zanzi - 2011 - Journal of Business Ethics 99 (S1):29-38.
    Although family business comprises the majority of global business, it is significantly under-researched. Yet it is considered to have unique ethical values compared to non-family corporations. This is attributable to its family orientation. Therefore, it is worthwhile to identify and define dominant family business ethics values. The authors compare a sample of the U.S. family business, U.S. corporate entities, and international family business mission statements for frequency of ethics values. The data reveals three primary findings: (1) generally, the U.S. family (...)
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  • Dividends Behavior in State- Versus Family-Controlled Firms: Evidence From Hong Kong. [REVIEW]Tina T. He, Wilson X. B. Li & Gordon Y. N. Tang - 2012 - Journal of Business Ethics 110 (1):97-112.
    This study comparatively examines the dividends behavior in state-controlled firms versus family-controlled firms. With the sample of large industrial firms listed on the Main Board of Hong Kong Stock Exchange, we investigate the dividends payment rates, stability of dividends payment, the effects of firm size, profitability and growth opportunity on likelihood to pay dividends, as well as the concentration of dividend in state-controlled versus family-controlled firms. Based on the findings, we derive some ethical implications of dividends policy regarding the differences (...)
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  • Corporate Social Responsibility Reporting: A Content Analysis in Family and Non-Family Firms.Giovanna Campopiano & Alfredo De Massis - 2015 - Journal of Business Ethics 129 (3):511-534.
    Family firms are ubiquitous and play a crucial role across all world economies, but how they differ in the disclosure of social and environmental actions from non-family firms has been largely overlooked in the literature. Advancing the discourse on corporate social responsibility reporting, we examine how family influence on a business organization affects CSR reporting. The arguments developed here draw on institutional theory, using a rich body of empirical evidence gathered through a content analysis of the CSR reports of 98 (...)
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  • Promoting Stewardship Behavior in Organizations: A Leadership Model.Morela Hernandez - 2008 - Journal of Business Ethics 80 (1):121-128.
    This article explores the relational and motivational leadership behaviors that may promote stewardship in organizations. I conceptualize stewardship as an outcome of leadership behaviors that promote a sense of personal responsibility in followers for the long-term wellbeing of the organization and society. Building upon the themes presented in the stewardship literature, such as identification and intrinsic motivation, and drawing from other research streams to include factors such as interpersonal and institutional trust and moral courage, I posit that leaders foster stewardship (...)
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  • The Study of the Relations Among Ethical Considerations, Family Management and Organizational Performance in Corporate Governance.C. -F. Wu - 2006 - Journal of Business Ethics 68 (2):165-179.
    Corporate governance is increasingly becoming an issue of global concern, not least because we are more and more living in a corporate world that transcends international boundaries. The main purpose and motivation of this study is to determine how the international community should motivate businesses in fostering exemplary corporate governance, therefore eliminating obstacles to ethically exemplary behavior. The empirical approach utilized here has been applied to 161 businesses, both listed and over-the-counter (OTC) companies, with the results indicating that ethical considerations, (...)
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  • Downsizing and Stakeholder Orientation Among the Fortune 500: Does Family Ownership Matter?Eleni Stavrou, George Kassinis & Alexis Filotheou - 2007 - Journal of Business Ethics 72 (2):149-162.
    While downsizing has been widely studied, its connection to firm ownership status and the reasons behind it are missing from extant research. We explore the relationship between downsizing and family ownership status among Fortune 500 firms. We␣propose that family firms downsize less than non-family firms, irrespective of performance, because their relationship with employees is based on normative commitments rather than financial performance alone. We suggest that their actions are related to employee- and community-friendly policies. We find that family businesses do (...)
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  • Core Values, Culture and Ethical Climate as Constitutional Elements of Ethical Behaviour: Exploring Differences Between Family and Non-Family Enterprises. [REVIEW]Mojca Duh, Jernej Belak & Borut Milfelner - 2010 - Journal of Business Ethics 97 (3):473 - 489.
    The research presented in this article aims to contribute both quantitatively and qualitatively to the discussion on family versus non-family businesses' differences in ethical core values, culture and ethical climate. The purpose of our article is to better understand the association between the degree of involvement of a family in an enterprise and its influence on the enterprise's core values, culture and ethical climate as the constitutional elements of enterprise ethical behaviour. The research indicates that family as well as non-family (...)
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