When is ambivalence good for family firms? : Understanding the impact of family managers' emotional ambivalence on decision making

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Can family firms nurture socioemotional wealth in the aftermath of Covid-19? : Implications for research and practice

Funding The author(s) received no financial support for the research, authorship, and/or publication of this article.Peer reviewedPublisher PD

The labor productivity of family firms : a socioemotional wealth perspective

In this chapter we examine the relationship between family firms and labor productivity. We focus on labor productivity for two reasons. First, it is an essential component of total factor productivity for which recent analyses have found differences between family and non-family firms. Second, it is directly tied to employees’ attitudes and behavior and therefore is a key indicator to look at in order to further understand people management related issues in family firms. A family firm is a firm controlled by a group of individuals related to each other by ties of blood or marriage. Family ownership is the most common type of ownership form in almost every country (La Porta et al., 1999; Gomez-Mejia et al., 2003). Further, family firms can be found in all economic sectors and size categories, and are also significantly present among publicly held firms (Gomez-Mejia et al., 2010). Because of this ubiquity, family firm research in recent years is becoming one of the classic lines of inquiry in the management and economics literature. This literature has gained momentum during the last decade, with significant contributions published in major academic journals

Socioemotional wealth : an obstacle or a springboard to creativity, innovation, and entrepreneurship in family firms?

This chapter takes a socioemotional wealth (SEW) perspective to explain how families influence the sensing and seizing of entrepreneurial opportunities in family firms. Specifically, this model proposes that some aspects of the family's SEW are conducive to opportunity recognition, while others impair it. Moreover, the presence of SEW goals leads family owners to favor certain entrepreneurial outcomes because there is a socioemotional reward for the family, even if there are no clear economic advantages. It is also suggested that family ownership negatively affects firms' transforming capacity in innovation. The end goal of this presentation is to enhance understanding of the positive and negative aspects of the family dimension on entrepreneurship and to guide future research in this area

Cisplatin: synthesis of some 2,3-diaminopropionic ester analogues: dichloro(hexadecyl 2,3-diaminopropionato) platinum(II) and dichloro(cyclohexyl 2,3-diaminopropionato) platinum(II)

The title compounds were prepared from ethyl cyanoacetate by the four-step procedure of conversion into the corresponding 2-hydroxyimino-derivative, transesterification with either hexadecanol or cyclohexanol, catalytic hydrogenation of the respective products to afford the diamino-dihydrochlorides, and complex formation of the latter pair with potassium tetrachloroplatinate. Assignment of the structures of the cis-platinum complexes was confirmed by infrared spectrometry

Is nepotism so bad for family firms? A socioemotional wealth approach

This paper focuses on the issue of nepotism or the practice of hiring and managing family members in family firms. Extant research suggests that while nepotism is related to numerous problems, it also offers some unique advantages to family owned firms. We use a socioemotional wealth (SEW) perspective to develop a theoretical framework that explains how nepotism influences firm performance. In doing so, we rely upon a nuanced conceptualization of SEW to clarify why some family firms are more likely to engage in nepotism than others, as well as explain the contingencies under which nepotism may prove beneficial or detrimental for family firms. Finally, we explore how human resource practices might impact the interplay between nepotism, environmental contingencies, and firm performance

Managerial family ties and employee risk bearing in family firms : evidence from Spanish car dealers

The paper argues that family firms in which the Top Management Team (TMT) is dominated by non-family managers are more likely to shift risk to employees through incentive pay schemes than family firms with TMTs dominated by family members. We also argue that this tendency is aggravated in firms of bigger size as this condition makes non-family managers more vulnerable. We further note that differences between family and non-family dominated TMTs may lessen when the sales trend is negative. The analyses conducted on a sample of 219 family controlled car dealerships in Spain confirm our expectations

Leader beliefs and CSR for employees : the case of telework provision

Purpose: – The purpose of this paper is to investigate the role of top leaders beliefs in the importance of work-family balance as a key determinant in explaining the adoption of social practices oriented toward internal stakeholders, focussing on home telework as one of these practices. Design/methodology/approach: – A sample of 2,388 top executive officers reported the senior leaders belief favoring work-family balance by completing a new scale developed for this purpose asking how much key decision makers were convinced of the value to employees of supportive family-friendly HR practices, modeled how to balance work and family life, and felt a personal commitment to implement family-friendly practices. They also reported the firm’s provision of telework and organizational characteristics such as industry, multinational status, and firm size. Findings: – Regression analyses revealed that firm’s provision of telework is more pervasive when its top leaders believe in the importance of work-family balance, even after controlling for firm context (industry, geographical dispersion, and size). More importantly, the authors also find that managerial beliefs augment the positive effect of instrumental factors on the provision of home telework. Practical implications: – For practitioners, the most important message is that, while contextual and organizational features are important in the choice of corporate social responsibility (CSR) practices for employees, the conviction of senior leaders is absolutely essential. Originality/value: – This study contributes to the leadership and CSR literature by suggesting that top leaders play a catalyst role in contexts where telework is instrumentally valued. If we conceive CSR for employees as not driven solely by utilitarian logic, it requires a different paradigm that includes leadership motives

Optimization of surface roughness of A1-7075 T6 in CNC end milling

Submitted in partial fulfilment for the requirement of the degree of Bachelor of Engineering in MechanicalThe demand for high strength and low weight material in aerospace industries is found to be\ud increasing in fabrication of structures and equipment’s of aircraft and space satellites.\ud Aluminium alloys possesses the characteristics of lightweight and high strength. The\ud identification of the optimum values of input parameters to achieve better surface finish as\ud response parameters is the prime objective of the project. The Aluminium 7075 T651 is worked\ud on the End milling process on the HAAS CNC machine. Different parameters of Cutting Speed,\ud Feed, and Depth of Cut in the Orthogonal Array method using Taguchi method. The results are\ud to be worked on the DOE method on software MINITAB.\ud The material can further be worked upon different input parameters on various machines and for\ud different response parameters. For carrying out the above-mentioned process various papers were\ud referred for guidance and knowledge in the same field of previously carried experiments and\ud results. Various technical concepts and tools like The Taguchi, Orthogonal Array, DOE,\ud ANNOVA, Fuzzy Logic, and Response Parameters etc. were learned from the Published papers\ud and it helped extensively in gaining knowledge required for the experiments to be performed on\ud our project

South African cardiovascular risk stratification guideline for non-cardiac surgery

The South African (SA) guidelines for cardiac patients for non-cardiac surgery were developed to address the need for cardiac risk assessment and risk stratification for elective non-cardiac surgical patients in SA, and more broadly in Africa. The guidelines were developed by updating the Canadian Cardiovascular Society Guidelines on Perioperative Cardiac Risk Assessment and Management for Patients Who Undergo Non-cardiac Surgery, with a search of literature from African countries and recent publications. The updated proposed guidelines were then evaluated in a Delphi consensus process by SA anaesthesia and vascular surgical experts. The recommendations in these guidelines are: 1. We suggest that elective non-cardiac surgical patients who are 45 years and older with either a history of coronary artery disease, congestive cardiac failure, stroke or transient ischaemic attack, or vascular surgical patients 18 years or older with peripheral vascular disease require further preoperative risk stratification as their predicted 30-day major adverse cardiac event (MACE) risk exceeds 5% (conditional recommendation: moderate-quality evidence). 2. We do not recommend routine non-invasive testing for cardiovascular risk stratification prior to elective non-cardiac surgery in adults (strong recommendation: low-to-moderate-quality evidence). 3. We recommend that elective non-cardiac surgical patients who are 45 years and older with a history of coronary artery disease, or stroke or transient ischaemic attack, or congestive cardiac failure or vascular surgical patients 18 years or older with peripheral vascular disease should have preoperative natriuretic peptide (NP) screening (strong recommendation: high-quality evidence). 4. We recommend daily postoperative troponin measurements for 48 - 72 hours for non-cardiac surgical patients who are 45 years and older with a history of coronary artery disease, or stroke or transient ischaemic attack, or congestive cardiac failure or vascular surgical patients 18 years or older with peripheral vascular disease, i.e. (i) a baseline risk >5% for MACE 30 days after elective surgery (if no preoperative NP screening), or (ii) an elevated B-type natriuretic peptide (BNP)/N-terminal-prohormone B-type natriuretic peptide (NT-proBNP) measurement before elective surgery (defined as BNP >99 pg/mL or a NT-proBNP >300 pg/mL) (conditional recommendation: moderate-quality evidence). Additional recommendations are given for the management of myocardial injury after non-cardiac surgery (MINS) and medications for comorbidities.The Global Surgery Fellowship grant.http://www.samj.org.zadm2022Anaesthesiolog