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P. Devereaux Jennings, Jennifer E. Jennings and Youngbin Joo

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Manely Sharifian, P. Devereaux Jennings and Jennifer E. Jennings

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Jennifer E. Jennings, Karen D. Hughes and P. Devereaux Jennings

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Edited by Karen D. Hughes and Jennifer E. Jennings

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Karen D. Hughes and Jennifer E. Jennings

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Global Women’s Entrepreneurship Research

Diverse Settings, Questions and Approaches

Edited by Karen D. Hughes and Jennifer E. Jennings

Global Women’s Entrepreneurship Research responds to recent calls from academic researchers and policy analysts alike to pay greater attention to the diversity and heterogeneity among women entrepreneurs. Drawing together studies by 26 researchers affiliated with the DIANA International Research Network, this collection contributes to a richer and more robust understanding of the field.
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Jennifer E. Jennings and Michelle Provorny Cash

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Jennifer E. Jennings, Albert E. James and Elizabeth A. Tetzlaff

This research takes a second look at data collected by the second author during his dissertation research to address a recognized gap in family business research: the lack of empirically grounded research on the quality of relationships between owning family members and non-family managers, and the consequences of the relationship quality. In doing so, the authors address three questions that remain in extant literature: (1) What aspect of the relationship between non-family managers and family owners tends to be imbued with especial significance?; (2) How do non-family managers tend to respond to the presence or absence of this aspect in their relationships with owning family members?; and (3) What interactions tend to be perceived as either contributing to or detracting from this salient and influential relational aspect? Their findings point to the significance of ‘family-like relations’ between non-family members and family owners. Their findings also offer insight into the types of interactions with family owners that tend to foster or thwart the development of family-like relations, distinguishing and elaborating instantiations of single critical incidents and recurring small gestures. In sum, their study advances understanding of how the quality of relationships between non-family managers and family owners can be strengthened or diminished, providing scholars with at least suggestive insight into a topic that is of documented concern to the leaders of family firms.

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Edited by Jennifer E. Jennings, Kimberly A. Eddleston, P. Devereaux Jennings and Ravi Sarathy