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  • JFBS-final-daughters careers

    Rights statement: This is the author’s version of a work that was accepted for publication in Journal of Family Business Strategy. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Family Business Strategy, 11, 3, 2020 DOI: 10.1016/j.jfbs.2019.100307

    Accepted author manuscript, 1.01 MB, PDF document

    Embargo ends: 16/12/20

    Available under license: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License

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Daughters’ careers in family business: Motivation types and family-specific barriers

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Article number100307
<mark>Journal publication date</mark>1/09/2020
<mark>Journal</mark>Journal of Family Business Strategy
Issue number3
Volume11
Number of pages14
Publication StatusPublished
Early online date16/12/19
<mark>Original language</mark>English

Abstract

The underrepresentation of women in high-level management positions in family firms has been traditionally imputed to gender barriers, which might be specific or non-specific to family firms. Leveraging the complementarity between qualitative and quantitative data and applying Qualitative Comparative Analysis (QCA), we find that family-specific barriers are intertwined with three types of motivation, i.e., extrinsic, intrinsic, and ethical, to predict the presence of daughters in high positions in family businesses. Three clusters have been accordingly identified, namely “no barriers”, “challengers”, and “rational”, offering alternative configurations of anthropological motivations and perceived family-specific barriers leading daughters to high positions.

Bibliographic note

This is the author’s version of a work that was accepted for publication in Journal of Family Business Strategy. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Family Business Strategy, 11, 3, 2020 DOI: 10.1016/j.jfbs.2019.100307