Influence of socioemotional wealth on non-family managers' risk taking and product innovation in family businesses.

There is a growing interest in understanding family firms' strategic behavior using the socioemotional wealth (SEW) perspective. This study explores how family SEW dimensions influence non-family managers' attitudes toward risk in the context of product innovation. This study also examines whether managerial risk-taking mediates the relationship between SEW and product innovation. The study uses a sample of 150 family firms in the United Arab Emirates and collects data from family owners and non-family managers via self-administered questionnaires. The study uses SmartPLS structural equation modeling to test the conceptual model and the proposed hypotheses. The results indicate that multidimensional SEW influences non-family managers' risk-taking behavior in different magnitudes and directions, thus impacting firms' product innovation. Moreover, risk-taking partially mediates the relationship between SEW dimensions and product innovation. While product innovation could be seen as a loss scenario for family firms due to the potential loss of SEW, growth, continuity and reputation outweighed the desire to maintain control for the firms in this sample. Thus, these firms encourage non-family managers to take risks in product innovation

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

Exploring the effects of creative CEO leadership on innovation in high-technology firms.

a r t i c l e i n f o a b s t r a c t This study introduces two dimensions of strategic leadership, termed operational and creative specifically developed for top executives of high-technology firms. Creative leadership reflects a CEO's emphasis on developing social and human capital and investing in the firm's internal knowledge development. We contrast this with operational leadership which reflects a CEO's ability to explore new paths of growth as well as exploit existing ones by redefining and extending the boundaries of the firm to new product and market domains. Hypotheses relating these two dimensions of leadership with innovation quantity, innovation resonance and novelty are tested using a sample of 77 high-technology firms. © 2009 Elsevier Inc. All rights reserved. Keywords: More than half of economic growth during 1945-2002 is attributed to innovations within the high-technology sector (Leary, 2002). For high-technology firms, innovation, organizational learning and the creation of new knowledge are vital for long-term survival and renewal because they have to deal with rapid and discontinuous change (Makri, Lane, & Gomez-Mejia, 2006). As such, executive leaders are constantly challenged to leverage the intellectual capital of their firms. This scenario raises the question: how might creative leadership behaviors must executives of technology-intensive 2 organizations balance in order to enhance innovation quantity, innovation quality and innovation novelty? Although leadership and the influence tactics leaders use affect follower's willingness to engage in creative ventures (Mumford, Scott, Gaddos, & Strange, 2002), research in the area of leader influence on creativity and innovation has been scarce (e.g. Cummings & Oldham, 1997; Mumford et al., 2002; Tierney, Farmer, & Graen, 1999). Most studies in strategic leadership that looked at this issue (e.g. Elenkov, Judge, & Wright, 2005; Jung, Chow, & Wu, 2003) have used the traditional conceptualizations of transactional and transformational leadership (e.g. Bass, 1985) to capture CEO leadership characteristics. While these traditional conceptualizations can reflect the CEO's relationship with followers, the concept of strategic leadership in the context of hightechnology firms calls for constructs reflective of the CEO's overall effectiveness in spearheading invention, innovation and commercialization. More specifically, there is a need for refinement of the constructs that measure creative leadership to reflect the CEO's ability to create new knowledge as well as commercialize existing knowledge and derive profit from it. In this study, we examine the relationship between innovation quantity, quality, and novelty and creative leadership. Because the innovation value chain involves idea generation (invention), idea development, and idea commercialization, effective leaders are those who can simultaneously explore and exploit, while at the same time can lead creatively and operationally. The contribution of our research is twofold. First, we bridge the existing gap between creative leadership and organizational innovation (Bontis, Crossan, & Hulland, 2002; Jung et al., 2003; Vera & Crossan, 2004). While several studies examined the relationship between CEO leadership and firm performance, only a handful addressed the effects of leadership on innovation albeit using the traditional measures of transactional and transformational leadership (Elenkov & Manev, 2005; Elenkov et al., 2005; Jung The Leadership Quarterly 21 (2010) 2 Consistent with much of the literature, we use the terms "high technology," "technology intensive," and "R&D-intensive" interchangeably. 1048-9843/$ -see front matte

Sociolinguistic Features for Author Gender Identification: From Qualitative Evidence to Quantitative Analysis

This is an Accepted Manuscript of an article published by Taylor & Francis in Journal of Quantitative Linguistics on 7 October 2016, available online: http://www.tandfonline.com/10.1080/09296174.2016.1226430. The Accepted Manuscript is under embargo. Embargo end date: 7 April 2018.Theoretical and empirical studies prove the strong relationship between social factors and the individual linguistic attitudes. Different social categories, such as gender, age, education, profession and social status, are strongly related with the linguistic diversity of people’s everyday spoken and written interaction. In this paper, sociolinguistic studies addressed to gender differentiation are overviewed in order to identify how various linguistic characteristics differ between women and men. Thereafter, it is examined if and how these qualitative features can become quantitative metrics for the task of gender identification from texts on web blogs. The evaluation results showed that the “syntactic complexity”, the “tag questions”, the “period length”, the “adjectives” and the “vocabulary richness” characteristics seem to be significantly distinctive with respect to the author’s gender.Peer reviewedFinal Accepted Versio

Exploration and exploitation innovation processes : The role of organizational slack in R & D intensive firms.

This study considers how organizational slack (available and recoverable) affects the process of innovation by facilitating or hindering the process of exploration and exploitation in the case of technology intensive firms. It is argued that the R&D intensity of the firm moderates the effect of organizational slack on innovation quantity, innovation quality as well as the process of exploration and exploitation. These hypotheses are tested using a sample of 208 technology intensive firms in a variety of manufacturing industries during 1989-1995. The hypotheses are supported for the measure of available slack but not recoverable slack. These findings suggest that different types of slack may impact firm behavior in different ways