Value creation and value appropriation in innovation process in publicly-traded family firms

Founder Control, Opacity and Value Creation in Family Firms

The extant literature on family-controlled firms in the U.S. presents a mixed picture on how family control affects opacity and value creation. In this study, we show that the mixed results could result from the differences among family firms with regard to the presence of founders and the extent of decision rights held by them. Specifically, we find that family firms in which founders are pres...

Dynamic Capabilities and Transgenerational Value Creation in Family Firms

While some research on entrepreneurship in family businesses has focused on transgenerational value creation, a gap exists in understanding how such value is generated across generations. The present research offers insights through the lens of dynamic capabilities, which are created by knowledge and in turn generate entrepreneurial performance and value creation. A model is built based on lite...

Value Creation and Value Appropriation: An Integrative, Multi-Level Framework

Value creation by individuals and firms plays a central role in the evolution of populations by enabling adaptive efficiency. Once created, value may become embedded in resources which require deployment for value to be appropriated. Value appropriation is a two-step process through which a firm first competes against other firms to create and protect appropriation streams (i.e., inter-organiza...

Corporate Governance Provisions, Family Involvement, and Firm Performance in Publicly Traded Family Firms

This study examines the moderation effects of corporate governance provisions on the link between family involvement (i.e., family ownership and family management) in publicly-traded firms and firm performance by drawing upon agency theory, with a focus on principal-principal agency issues, and the extant family governance literature. We develop and test the hypotheses on 386 of the S&P 500 fir...

Exploring innovation driven value creation in B2B service firms: The roles of the manager, employees, and customers in value creation