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Year 2019, Volume: 3 Issue: 1, 9 - 76, 25.06.2019

Abstract

References

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Birley, S., Ng, D., Godfrey, A. (1999), “The Family and the Business,” Long Range Planning, 32, (6), 598-608. Cannella, A. A. and Holcomb, T. R. (2005). ‘A multilevel analysis of the upper-echelons model’. In Dansereau, A. and Yammarino, F. J. (Eds), Research in Multi-Level Issues. Oxford: Elsevier, 197–237. Carmeli, A. and Schaubroeck, J. (2006), “Top management team behavioral integration, decision quality, and organizational decline,” The Leadership Quarterly, 17, 441-453. Chittoor, R., Das, R. (2007), “Professionalization of Management and Succession Performance – A Vital Linkage,” Family Business Review, XX, (1), 65-79. Chrisman, J. J., Chua, J. H. and Litz, R. A. (2004). ‘Comparing the agency costs of family and non-family firms: conceptual issues and exploratory evidence’. Entrepreneurship Theory and Practice, 28, 335–54.Chrisman, J. J., Chua. J. H., Steier, L. P. (2002), “The Influence of National Culture and Family Involvement on Entrepreneurial Perceptions and Performance at the State Level,” Entrepreneurship: Theory and Practice, 26, 113-130. Chrisman, J. J., Chua, J. H., Steier, L. P. (2003), “An introduction to theories of family business,” Journal of Business Venturing, 18, 441-448. Chua, J. H., Chrisman, J. J., Sharma, P. (1999), “Defining the family Business by Behavior,” Entrepreneurship Theory and Practice, 23, (4), 1-19. Chua, J. H., Chrisman, J. J. and Steier, L. P. (2003b). ‘Extending the theoretical horizons of family business research’. Entrepreneurship Theory and Practice, 27, 331–8.Corbetto, G., Salvato, C. A. (2004), “The Board of Directors in Family Firms: One Size Fits All?,” Family Business Review, XVII, (2), 119-134. Cyert, R. M., J. G. March. 1963/1992. A Behavioral Theory of the Firm. 2Nd ed. Prentice Hall, Englewood Cliffs, NJ. Dalton, D. R. and Dalton, C. R. (2005). ‘Upper echelons perspective and multi-level analysis: a case of the cart before the horse?’. In Dansereau, A. and Yammarino, F. J. (Eds), Research in Multi-Level Issues. Oxford: Elsevier, 249–61.Davis, J. A., Tagiuri, R. (1989), “The Influence of Life Stage on Father-Son Work Relationships in Family Companies,” Family Business Review, II, (1), 47-76. Davis, J. A. (2001), “Definitions and Typologies of the Family Business,” Harvard Business School Press, 9-802-007, 1-14. Dess, G. G. and Robinson, R. B. (1984), “Measuring organizational performance in the absence of objective measures: the case of the privately-held firm ad conglomerate business unit,” Strategic Management Journal, 5, 265-273. DiMaggio, P. J., Powel, W.W. (1983), “The Iron Cage Revisited: Isomorphism and Collective Rationality in Organization Fields,” American Sociological Review, 48, (2), 147-160. DiPofi, J. A. (2003), “Effects of Family Influence on Satisfaction with Financial Performance in Family Businesses,” Unpublished Doctoral Dissertation, Auburn University, Alabama, USA. Drejer, A. (2000), “Organizational learning and competence development,” The Learning Organization, 7, (4), 206-220. D’Souza, D. E. and Williams, F. P. (2000), “Toward a taxonomy of manufacturing flexibility dimensions,” Journal of Operations Management, 18, 577-593. Dyer, W. G. Jr. (2006), “Examining the Family Effect on Firm Performance,” Family Business Review, XIX, (4), 233-273. Eddleston, K. A., Kellermanns, F. W. and Sarathy, R. (2008). ‘Resource configuration in family firms: linking resources, strategic planning and technological opportunities to performance’. Journal of Management Studies, 45, 26–50.Elbanna, S. and Child, J. (2007), “The Influence of Decision, Environmental and Firm Characteristics on the Rationality of strategic Decision-Making,” Journal of Management Studies, 44, (4), 561-591. Ensley, M. 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Impact of Family Influence on Top Management Team in Family Businesses: A Path-Analytic Study on Automotive Parts Industry in Turkey

Year 2019, Volume: 3 Issue: 1, 9 - 76, 25.06.2019

Abstract

The research tested the
hypothesized relationships among family influence, behavioral integration,
professionalization and succession planning of the top management team, market
dynamism and firm performance. Thus, this study also examines variation in family
and non-family executives’ perception of research variables.



The automotive parts
manufacturing industry (i.e., automotive supplier industry) in Turkey is the
target research field in this study since the majority of the firms are family-owned
and -operated.



The results of the study indicated a positive relationship
among culture (values & loyalty, involvement & commitment) based family
influence, top management team behavioral integration and firm performance. A
positive impact of collaborative behavior based top management team behavioral
integration on top management team succession planning by means of strategic
goals and core competencies were found.



Another finding was the positive impact of corporate values
– based top management team succession planning on top management team
professionalization. Further, there was a significant perceptual difference
between family and non-family executives about the degree of
professionalization.



Finally, there was a significant difference in the
hypothesized relationships among overall, family, and non-family executives.

References

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Details

Primary Language English
Subjects Business Administration
Journal Section Articles
Authors

Mehmet Dudaroğlu This is me

M.atilla Öner 0000-0002-1271-5754

Özgür Önday 0000-0002-1271-5754

Publication Date June 25, 2019
Published in Issue Year 2019 Volume: 3 Issue: 1

Cite

APA Dudaroğlu, M., Öner, M., & Önday, Ö. (2019). Impact of Family Influence on Top Management Team in Family Businesses: A Path-Analytic Study on Automotive Parts Industry in Turkey. Contemporary Research in Economics and Social Sciences, 3(1), 9-76.
AMA Dudaroğlu M, Öner M, Önday Ö. Impact of Family Influence on Top Management Team in Family Businesses: A Path-Analytic Study on Automotive Parts Industry in Turkey. CONRESS. June 2019;3(1):9-76.
Chicago Dudaroğlu, Mehmet, M.atilla Öner, and Özgür Önday. “Impact of Family Influence on Top Management Team in Family Businesses: A Path-Analytic Study on Automotive Parts Industry in Turkey”. Contemporary Research in Economics and Social Sciences 3, no. 1 (June 2019): 9-76.
EndNote Dudaroğlu M, Öner M, Önday Ö (June 1, 2019) Impact of Family Influence on Top Management Team in Family Businesses: A Path-Analytic Study on Automotive Parts Industry in Turkey. Contemporary Research in Economics and Social Sciences 3 1 9–76.
IEEE M. Dudaroğlu, M. Öner, and Ö. Önday, “Impact of Family Influence on Top Management Team in Family Businesses: A Path-Analytic Study on Automotive Parts Industry in Turkey”, CONRESS, vol. 3, no. 1, pp. 9–76, 2019.
ISNAD Dudaroğlu, Mehmet et al. “Impact of Family Influence on Top Management Team in Family Businesses: A Path-Analytic Study on Automotive Parts Industry in Turkey”. Contemporary Research in Economics and Social Sciences 3/1 (June 2019), 9-76.
JAMA Dudaroğlu M, Öner M, Önday Ö. Impact of Family Influence on Top Management Team in Family Businesses: A Path-Analytic Study on Automotive Parts Industry in Turkey. CONRESS. 2019;3:9–76.
MLA Dudaroğlu, Mehmet et al. “Impact of Family Influence on Top Management Team in Family Businesses: A Path-Analytic Study on Automotive Parts Industry in Turkey”. Contemporary Research in Economics and Social Sciences, vol. 3, no. 1, 2019, pp. 9-76.
Vancouver Dudaroğlu M, Öner M, Önday Ö. Impact of Family Influence on Top Management Team in Family Businesses: A Path-Analytic Study on Automotive Parts Industry in Turkey. CONRESS. 2019;3(1):9-76.