The Landscape of Family Business
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The Landscape of Family Business

Edited by Ritch L. Sorenson, Andy Yu, Keith H. Brigham and G. T. Lumpkin

The Landscape of Family Business expands upon groundbreaking research to offer owners, consultants, and academics a new holistic way to view family business.
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Chapter 9: A second look and commentary on the landscape of family business

Franz W. Kellermanns and Laura J. Stanley


As family firm research has grown both in numbers (e.g., Debicki, Matherne, Kellermanns, & Chrisman, 2009; Wright & Kellermanns, 2011) and quality of outlets (e.g., Gómez-Mejía, Haynes, Núñez-Nickel, Jacobson, & Moyano-Fuentes, 2007; Ling & Kellermans, 2010; Schulze, Lubatkin, Dino, & Buchholtz, 2001), it is not surprising that family firm performance has become an important topic in family firm research. Indeed, understanding and measuring family business outcomes in general will be central to the future development and credibility of family firm research as a field. Examining these outcomes may provide insight into the uniqueness of family firms. As family firm researchers strive to define the boundaries of the field of family business, identifying those outcomes that differentiate family from non-family firms (e.g., socio-emotional wealth; Gómez-Mejía et al., 2007) becomes increasingly important. Thus, the paper by Yu, Lumpkin, Brigham, and Sorenson (2012) is a timely piece that constitutes the first systematic investigation of family business outcomes. Through detailed analysis, they identify seven different outcome domains in family firm research.

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