Donella Caspersz, Yong Wang, Bart Henssen, Salvatore Tomaselli, Johan Karlsson
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引用次数: 0
Abstract
The purpose of this paper is to understand the conditions that influence family CEOs’ resilience in times of crisis. Drawing upon social cognitive theory and adopting a fuzzy-set qualitative comparative analysis analytic approach, the article analyzes data from 67 family businesses. The findings show that CEO resilience emerges from the interplay of different sets of conditions in single- and multi-generational family businesses. The study makes the contribution that CEO resilience is contingent on dynamics at individual, family, and business levels, suggesting that CEO resilience in crisis times reflects a “crisis bricolage” of “making do” with resources that are “in hand” and “within reach.”
期刊介绍：
Family Business Review (FBR) has been a refereed journal since 1988, serving as the premier scholarly publication dedicated to the study of family-controlled enterprises. It delves into the dynamics of these businesses, encompassing a range of sizes from small to very large. FBR concentrates not only on the entrepreneurial founding generation but also on family enterprises in subsequent generations, including some of the world's oldest companies. The journal also publishes interdisciplinary research covering families of wealth, family foundations, and offices.
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