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Peter Jaskiewicz
University of Ottawa
46Publications
15H-index
1,488Citations
Publications 47
Newest
Family-managed firms take actions to protect their reputations. We theorize that one such action involves avoiding corporate political activity (CPA) that expose firms to social attack, especially ...
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#1Peter Jaskiewicz (U of O: University of Ottawa)H-Index: 15
#2James G. Combs (UCF: University of Central Florida)H-Index: 4
Last.David J. Ketchen (AU: Auburn University)H-Index: 56
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#1Kimberly A. Eddleston (NU: Northeastern University)H-Index: 35
#2Peter Jaskiewicz (U of O: University of Ottawa)H-Index: 15
Last.Mike Wright (Imperial College London)H-Index: 101
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We address the challenges in understanding how family ownership shapes international business across institutional contexts in and beyond the Asia-Pacific, a region with diverse and often contradictory approaches to internationalization and family firms. We begin by introducing the topic and summarizing the papers in the special issue. We then develop a multi-level framework for understanding internationalization of family firms consisting of individual/family, family firm and institutional leve...
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#1Paresha N. Sinha (University of Waikato)H-Index: 3
#2Peter Jaskiewicz (U of O: University of Ottawa)H-Index: 15
Last.James G. Combs (UCF: University of Central Florida)H-Index: 4
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#2Peter Jaskiewicz (U of O: University of Ottawa)H-Index: 15
Last.James G. Combs (UCF: University of Central Florida)H-Index: 4
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Transgenerational control intention (TCI) is a pivotal characteristic of many family firms. Yet, it remains unclear whether TCI benefits family-firm performance by instilling a long-term view, or hurts performance by fueling harmful socioemotional wealth (SEW) goals. We posit that it depends who pursues it. When faced with TCI, family managers are known to suffer from cognitive biases that, we submit, do not similarly apply to nonfamily managers. Thus, only family managers harm performance when ...
1 CitationsSource
#1E. Tetzlaff (U of O: University of Ottawa)
#2Peter Jaskiewicz (U of O: University of Ottawa)H-Index: 15
Zellweger’s book serves as a gateway resource for the study and practice of family firms. He acknowledges a gap in available resources examining the status quo of knowledge about family firms and p...
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#2Peter JaskiewiczH-Index: 15
Last.David L. DeephouseH-Index: 21
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Management research suggests that stakeholder-firm identification confers a competitive advantage upon firms because stakeholders that identify with a firm fuel its reputation while remaining loyal...
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#2Peter JaskiewiczH-Index: 15
Last.James G. CombsH-Index: 4
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Governance research paints a bleak picture regarding the organizational consequences of shareholder agreements (SAs). These legally binding contracts contain management and ownership provisions wherein participating shareholders agree to collude in a pre-determined manner. Research shows that SAs concentrate shareholders’ power and entrench shareholders, thereby aggravating principal-principal agency conflicts and hurting firm performance. In this paper, we develop theory to suggest a boundary c...
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#1Donald O. Neubaum (FAU: Florida Atlantic University)H-Index: 21
#2Peter Jaskiewicz (U of O: University of Ottawa)H-Index: 15
1 CitationsSource
#1James G. Combs (College of Business Administration)H-Index: 33
#2Peter Jaskiewicz (U of O: University of Ottawa)H-Index: 15
Last.David B. Balkin (CU: University of Colorado Boulder)H-Index: 34
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Abstract Family business researchers have felt increasing distress with the lack of understanding about how families – i.e., their structure, relationships, emotions, and goals – shape how families manage family firms, leading to calls to more fully incorporate “family science” theories about the nature of family into research about family firms. It seems likely that families' first impact in family firms will be on how employees are treated and managed. Thus, this special issue brings together ...
9 CitationsSource
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