This study investigates how family control influences entry mode choice between joint ventures and wholly owned subsidiaries. Based on past studies revealing family-controlled firms’ unique concerns regarding the preservation of socioemotional wealth, the researchers posit that, firms with higher family control respond more drastically to perceived environmental uncertainty when choosing their entry mode. The researchers hypothesize that, when perceiving high environmental uncertainty, firms with higher versus lower family control are more likely to choose joint ventures. However, when perceiving low environmental uncertainty, firms with higher versus lower family control tend to choose wholly owned subsidiaries. The empirical results obtained from a sample of 1,644 investments undertaken by publicly listed companies in Taiwan support the hypotheses.

Mentoring and coaching practices are helping businesses grow by supporting the development of their human capital. Family businesses have a unique atmosphere and distinctive features that make it especially important to discover whether mentoring and coaching affect their performance. We have used a resource-based vision and knowledge-based vision to analyse this relationship using structural equation methodology in a sample of 630 companies. The results show that there is a direct relationship between mentoring and coaching and the performance of family businesses.

Supporting on recent theoretical approaches to the concept of familiness based on the notion of social capital, this study analyzes the composition of top management teams in non-listed family firms and its effect on the performance of these firms. An empirical analysis comprising 929 Spanish private family firms highlights the positive and significant influence of the inclusion of non-family managers, the family nature of top executives, as well as the presence of the founder. The study includes no significant results regarding homogeneity within family managers, or the interaction between a top family executive and the proportion of non-family managers.

This study has extended existing research on CEO power, pay structure, and firm performance, offering models based mainly on agency theory and managerial power theory, and testing hypotheses using data from 112 companies across a five-year span (2001–2005) in computer-related industry groups in the United States. The results indicated that power from executive directorship positively impacts a firm's return on assets and return on equity, and that CEO power from duality negatively impacts CEO long-term pay and total pay, while CEO power from tenure positively impacts CEO long-term pay and pay leverage, and composite power negatively impacts short-term pay. Evidence for CEO pay as a mediator between CEO power and firm performance revealed that CEO short-term pay positively impacts a firm's return on assets and international performance but negatively impacts its market value, regardless of which source of power is being controlled. CEO total pay positively impacts a firm's return on assets and international performance, with power from CEO duality, directorship, or composite power being controlled. Hence, and in general, CEO pay fails to significantly mediate the relationships between CEO power and firm performance. The contributions include a multiple-perspective study of CEO power, compensation, and firm performance to comprehensively discover each of their respective relationships. This study has further extended the debate over agency perspectives with stewardship perspectives to fill knowledge and theoretical gaps. Thus, evidence-based findings provide boards of directors with practical knowledge for sound governance with another avenue for future research in corporate governance.

The article provides the results of research carried out within the organizational social capital theory and the network theory of organizations. The research contributes to these theories by identifying, through an analysis of the literature, 10 informal network sources of intra-organizational social capital. A model for representing and measuring intra-organizational social capital based on the 10 informal organizational networks identified and on three different conceptual perspectives (structural, relational and cognitive) is subsequently proposed. The model is validated through an empirical study conducted within five divisions of a knowledge-intensive company. The research results suggest that among the 10 informal relationships studied, the accessibility of individuals primarily predicts the emergence of more informal relationships, which are the real source of intra-organizational social capital through resource exchange and combination. Furthermore a continuous working cooperation and the willingness of colleagues to make themselves available for cooperation also create a shared organizational culture in terms of language, norms and values and maintain a stable working information flow within organizations.

This research aims to complement resource-based view with a cluster approach in identifying which elements, both internal to the firm and locally available, improve firms’ export performance. While in the resource-based view exporting firms are contingent upon the development of intangible resources, from a cluster approach exporters exploit local externalities, mainly related to local information, knowledge and resource spillovers. We present empirical evidence from the Iberian ham cluster in Spain, which confirms the relevance of intangibles such as R&D and marketing promotion, but also of cluster linkages with local institutions – technological centres, universities and use of Designation of Origins – in improving export performance. Contrary to expectations, employee education, organizational experience, and information and knowledge-based spillovers from proximate exporters have no significant effect. These findings suggest that an augmented framework may improve the predictive elements of export performance in clusters.

In this research, I apply and extend Kohli's state-directed development framework to better understand country-level factors influencing cross-national differences in job characteristics and job satisfaction. Prior research has indicated that the nature of work has changed dramatically in recent years in response to economic shifts and an increasingly global economy. However, there is little agreement on whether the overall quality of work has improved or declined over that period and little is known about the overall comparative quality of work and job satisfaction across the global economy. In this study I use non-panel longitudinal data from the International Social Survey Program (survey questions on job characteristics and job quality) and various country-contextual variables. This article explores the impact of state-directed development on job satisfaction, first identifying and explaining the foundations of the statist literature, and then using various statistical methods to test for statistically significant impact and variation across countries.