Business Ethics Quarterly 21 (2):309 - 334 (2011)
AbstractGlobally, family firms are the dominant organizational form. Family involvement in business and unique family dynamics impacts organizational strategy and performance. However, family control of business has rarely been adopted as a discriminating variable in the organizations and the natural environment research field. Drawing on the theory of planned behavior we develop a conceptual framework of the drivers of proactive environmental strategy in family firms. We argue that family involvement in business influences the attitudes, subjective norms, and perceived behavioral control of a firm’s dominant coalition. Together these factors determine the extent of the dominant coalition’s intentions to undertake PES. Further, family firms with lower levels of relationship conflict within the controlling family will be more successful in translating the dominant coalition’s intentions to allocate resources for the pursuit of PES. Research implications of the theory are discussed.
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Citations of this work
Family Business Ethics: At the Crossroads of Business Ethics and Family Business.Pedro Vazquez - 2018 - Journal of Business Ethics 150 (3):691-709.
Corporate Social Responsibility Reporting: A Content Analysis in Family and Non-Family Firms.Giovanna Campopiano & Alfredo De Massis - 2015 - Journal of Business Ethics 129 (3):511-534.
Toward a Theory of Stakeholder Salience in Family Firms.Ronald K. Mitchell, Bradley R. Agle, James J. Chrisman & Laura J. Spence - 2011 - Business Ethics Quarterly 21 (2):235-255.
Articulating Values Through Identity Work: Advancing Family Business Ethics Research.Marleen Dieleman & Juliette Koning - 2020 - Journal of Business Ethics 163 (4):675-687.
When Does Family Ownership Promote Proactive Environmental Strategy? The Role of the Firm’s Long-Term Orientation.Song Wang, Emma Su & Junsheng Dou - 2019 - Journal of Business Ethics 158 (1):81-95.
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