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Succession planning in family firms: family governance practices, board of directors, and emotions

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2003Adaptive Self-Regulation of Unattainable Goals: Goal Disengagement, Goal Reengagement, and Subjective Well-Being990 cited

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2019The influence of transgenerational succession intentions on the succession planning process: The moderating role of high-quality relationships81 cited
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2020Successfully navigating the paradox of control and autonomy in succession: The role of managing ambivalent emotions57 cited
2021Family governance systems: the complementary role of constitutions and councils44 cited
2020The role of the family council and protocol in planning the succession process in family firms40 cited
2023The family business CEO: A review of insights and opportunities for advancement35 cited
2021Managing Ambivalent Emotions in Family Businesses: Governance Mechanisms for the Family, Business, and Ownership Systems34 cited
2022When does time enhance family firm performance? Examining family generation in control and family control dispersion through a mixed-gamble logic33 cited
2021Conflict Dynamics and Emotional Dissonance during the Family Business Succession Process: Evidence from the Tunisian Context32 cited
2024Families and Their Firms Behaving Badly: A Review of Dysfunctional Behavior in Family Businesses30 cited
2025An update on family firm succession: A systematic literature review and future research directions29 cited
2023Family governance structures in family businesses: A systematic literature review and future research agenda23 cited
2022Dissecting the effect of family business exposure on entrepreneurial implementation intention15 cited