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  • 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

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Counterpoint: How heterogeneity among family firms influence organizational change

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Published

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Counterpoint: How heterogeneity among family firms influence organizational change. / De Massis, Alfredo Vittorio; Wang, Hao; Chua, Jesus Huan.
In: Journal of Change Management, Vol. 19, No. 1, 2019, p. 37-44.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

De Massis, AV, Wang, H & Chua, JH 2019, 'Counterpoint: How heterogeneity among family firms influence organizational change', Journal of Change Management, vol. 19, no. 1, pp. 37-44. https://doi.org/10.1080/14697017.2017.1419808

APA

De Massis, A. V., Wang, H., & Chua, J. H. (2019). Counterpoint: How heterogeneity among family firms influence organizational change. Journal of Change Management, 19(1), 37-44. https://doi.org/10.1080/14697017.2017.1419808

Vancouver

De Massis AV, Wang H, Chua JH. Counterpoint: How heterogeneity among family firms influence organizational change. Journal of Change Management. 2019;19(1):37-44. Epub 2018 Jan 8. doi: 10.1080/14697017.2017.1419808

Author

De Massis, Alfredo Vittorio ; Wang, Hao ; Chua, Jesus Huan. / Counterpoint : How heterogeneity among family firms influence organizational change. In: Journal of Change Management. 2019 ; Vol. 19, No. 1. pp. 37-44.

Bibtex

@article{26edd3dc49d34a93bab5032ba8d98d78,
title = "Counterpoint: How heterogeneity among family firms influence organizational change",
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.",
keywords = "Family business, family firm heterogeneity, organizational change",
author = "{De Massis}, {Alfredo Vittorio} and Hao Wang and Chua, {Jesus Huan}",
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",
year = "2019",
doi = "10.1080/14697017.2017.1419808",
language = "English",
volume = "19",
pages = "37--44",
journal = "Journal of Change Management",
issn = "1469-7017",
publisher = "Routledge",
number = "1",

}

RIS

TY - JOUR

T1 - Counterpoint

T2 - How heterogeneity among family firms influence organizational change

AU - De Massis, Alfredo Vittorio

AU - Wang, Hao

AU - Chua, Jesus Huan

N1 - 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

PY - 2019

Y1 - 2019

N2 - 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.

AB - 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.

KW - Family business

KW - family firm heterogeneity

KW - organizational change

U2 - 10.1080/14697017.2017.1419808

DO - 10.1080/14697017.2017.1419808

M3 - Journal article

VL - 19

SP - 37

EP - 44

JO - Journal of Change Management

JF - Journal of Change Management

SN - 1469-7017

IS - 1

ER -