Home > Research > Publications & Outputs > Counterpoint

Electronic data

  • Counterpoint Final Revised Aug 21

    Rights statement: This is an Accepted Manuscript of an article published by Taylor & Francis in Journal of Change Management on 08/01/2018, available online: https://www.tandfonline.com/doi/full/10.1080/14697017.2017.1419808

    Accepted author manuscript, 626 KB, PDF document

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

Links

Text available via DOI:

View graph of relations

Counterpoint: How heterogeneity among family firms influence organizational change

Research output: Contribution to Journal/MagazineJournal articlepeer-review

Published
<mark>Journal publication date</mark>2019
<mark>Journal</mark>Journal of Change Management
Issue number1
Volume19
Number of pages8
Pages (from-to)37-44
Publication StatusPublished
Early online date8/01/18
<mark>Original language</mark>English

Abstract

Kotlar and Chrisman (2018) examine how family involvement influences organizational change resulting in change behaviour distinctive from that of non-family firms. Family firms, however, are heterogeneous in terms of their goals, governance, and resources; therefore, the behavioural distinctions proposed by Kotlar and Chrisman are not common to all family firms. In this article, we briefly discuss these sources of heterogeneity and their implications for organizational change and change management in family firms.

Bibliographic note

This is an Accepted Manuscript of an article published by Taylor & Francis in Journal of Change Management on 08/01/2018, available online: https://www.tandfonline.com/doi/full/10.1080/14697017.2017.1419808