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
Available under license: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License
Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
TY - JOUR
T1 - Daughters’ careers in family business
T2 - Motivation types and family-specific barriers
AU - Akhmedova, Anna
AU - Cavallotti, Rita
AU - Marimon, Frederic
AU - Campopiano, Giovanna
N1 - 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
PY - 2020/9/1
Y1 - 2020/9/1
N2 - 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.
AB - 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.
KW - careers in family business
KW - succession
KW - gender
KW - motivation
KW - barriers
KW - ethics
U2 - 10.1016/j.jfbs.2019.100307
DO - 10.1016/j.jfbs.2019.100307
M3 - Journal article
VL - 11
JO - Journal of Family Business Strategy
JF - Journal of Family Business Strategy
SN - 1877-8585
IS - 3
M1 - 100307
ER -