Please use this identifier to cite or link to this item: http://hdl.handle.net/11328/2425
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dc.contributor.authorJayantilal, Shital-
dc.date.accessioned2018-10-25T16:42:03Z-
dc.date.available2018-10-25T16:42:03Z-
dc.date.issued2016-
dc.identifier.urihttp://hdl.handle.net/11328/2425-
dc.descriptionThe uniqueness of all family firms reside, in what Habbershon & Williams (1999) referred to as familiness, resulting from the interconnection and overlap between the family and the firm. This permeability of the firm means that decisions made in the family firm are affected by both the business and the family. Family firms, given the overlap of the business and the family dimension, are prone to be a fertile ground for conflict and tension. This has triggered research on conflict in family firms and its impact on the firm’s growth and continuity however little attention has been paid to the specific conflict resulting from sibling rivalry in the succession race.-
dc.language.isoengpt_PT
dc.rightsopenAccesspt_PT
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/pt_PT
dc.titleSuccessor Selection in family firmspt_PT
dc.typeconferenceObjectpt_PT
degois.publication.titleEFERICpt_PT
Appears in Collections:REMIT - Comunicações a Congressos Internacionais / Papers in International Meetings

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