Ambidexterity in family firms: The interplay between family influences within and beyond the executive suite

Sebastiaan van Doorn; Torben Tretbar; Marko Reimer; Mariano L.M. Heyden

doi:10.1016/j.lrp.2020.101998

Ambidexterity in family firms: The interplay between family influences within and beyond the executive suite

Sebastiaan van Doorn, Torben Tretbar, Marko Reimer, Mariano L.M. Heyden

Marketing

Research output: Contribution to journal › Article › peer-review

16 Citations (Scopus)

Abstract

Ambidexterity commonly refers to the simultaneous pursuit of exploration and exploitation and may be particularly beneficial for family firms. In this study, we investigate how family CEO and top management team (TMT) family affiliation influence ambidexterity. In addition, we consider the role of family ownership dispersion and how it impacts the ability of the top managers of family firms to foster ambidexterity. We test our hypotheses on a unique dataset combining archival and multiple respondent survey data of 167 German family firms. Our results shed light on conditions under which family-led leadership can pursue ambidexterity.

Original language	English
Article number	101998
Journal	Long Range Planning
Volume	55
Issue number	2
DOIs	https://doi.org/10.1016/j.lrp.2020.101998
Publication status	Published - Apr 2022

Access to Document

10.1016/j.lrp.2020.101998

Cite this

@article{3cd3fba6eecd486babd13c03849a65f0,

title = "Ambidexterity in family firms: The interplay between family influences within and beyond the executive suite",

abstract = "Ambidexterity commonly refers to the simultaneous pursuit of exploration and exploitation and may be particularly beneficial for family firms. In this study, we investigate how family CEO and top management team (TMT) family affiliation influence ambidexterity. In addition, we consider the role of family ownership dispersion and how it impacts the ability of the top managers of family firms to foster ambidexterity. We test our hypotheses on a unique dataset combining archival and multiple respondent survey data of 167 German family firms. Our results shed light on conditions under which family-led leadership can pursue ambidexterity.",

author = "{van Doorn}, Sebastiaan and Torben Tretbar and Marko Reimer and Heyden, {Mariano L.M.}",

year = "2022",

month = apr,

doi = "10.1016/j.lrp.2020.101998",

language = "English",

volume = "55",

journal = "Long Range Planning",

issn = "0024-6301",

publisher = "Elsevier",

number = "2",

}

TY - JOUR

T1 - Ambidexterity in family firms: The interplay between family influences within and beyond the executive suite

AU - van Doorn, Sebastiaan

AU - Tretbar, Torben

AU - Reimer, Marko

AU - Heyden, Mariano L.M.

PY - 2022/4

Y1 - 2022/4

N2 - Ambidexterity commonly refers to the simultaneous pursuit of exploration and exploitation and may be particularly beneficial for family firms. In this study, we investigate how family CEO and top management team (TMT) family affiliation influence ambidexterity. In addition, we consider the role of family ownership dispersion and how it impacts the ability of the top managers of family firms to foster ambidexterity. We test our hypotheses on a unique dataset combining archival and multiple respondent survey data of 167 German family firms. Our results shed light on conditions under which family-led leadership can pursue ambidexterity.

AB - Ambidexterity commonly refers to the simultaneous pursuit of exploration and exploitation and may be particularly beneficial for family firms. In this study, we investigate how family CEO and top management team (TMT) family affiliation influence ambidexterity. In addition, we consider the role of family ownership dispersion and how it impacts the ability of the top managers of family firms to foster ambidexterity. We test our hypotheses on a unique dataset combining archival and multiple respondent survey data of 167 German family firms. Our results shed light on conditions under which family-led leadership can pursue ambidexterity.

U2 - 10.1016/j.lrp.2020.101998

DO - 10.1016/j.lrp.2020.101998

M3 - Article

SN - 0024-6301

VL - 55

JO - Long Range Planning

JF - Long Range Planning

IS - 2

M1 - 101998

ER -

Ambidexterity in family firms: The interplay between family influences within and beyond the executive suite

Abstract

Access to Document

Fingerprint

Cite this