Please feel free to contact me or one of the other co-editors if you have any questions. Take care, Ron Humphrey
Special Issue: Emotions in the Strategic Management of Family Business Organizations: Opening up the Black Box
Alfredo De Massis, Free University of Bozen-Bolzano, Italy and Lancaster University, UK
Kimberly A. Eddleston, Northeastern University, US
Isabella Hatak, University of St. Gallen, Switzerland
Ronald H. Humphrey, Lancaster University, UK
Danny Miller, HEC Montreal, Canada
Evila Piva, Politecnico di Milano, Italy
Yi Tang, University of Hong Kong, China
Background and Rationale for the Special Issue
Affective factors have been recognized as a key aspect of strategic decision making (Daniels, 1998; 1999; Hodgkinson and Sparrow, 2002; Langley et al., 1995). Specifically, emotions are viewed as an important behavioral process in strategizing (Suddaby et al., 2013). Although an increasing number of strategic actors have confessed openly to the importance of emotions in their decision making and operations, together with rising calls for a comprehensive study of emotions in the strategic management literature (e.g., Huy, 2012), the strategy literature continues to overlook the 'how' regarding the interplay of emotions at different levels (e.g., individuals, teams, business) and important associated strategic dynamics (e.g., repositioning, succession, corporate restructuring and divestiture, corporate social responsibility, internationalization, innovation strategy), as well as their translation into collective phenomena.
While in general emotions are a promising route to better understand strategic management and its underlying mechanisms and outcomes, researching into emotions is particularly relevant in the context of family business organizations (hereafter, FBOs). FBOs are particularly emotion-dense (Kellermanns & Eddleston, 2004). As the family has a substantial ownership stake and is in control of the firm, the family identifies strongly with the firm and perceives the firm's wealth as an extension of the owners' wellbeing (e.g., Davis et al., 1997; Miller & Le Breton-Miller, 2005). Moreover, the family and the business are so entwined that in FBOs emotions among family members can be witnessed at their utmost intensity (Brundin & Sharma, 2012). These emotions are important drivers (and outcome) of individual and collective strategic decisions and actions in FBOs (Shepherd, 2016), and have an impact on FBO outcomes.
Most studies exploring the role of emotions in FBOs focus on the socioemotional wealth (SEW; Gómez-Mejía et al., 2007) concept, i.e. the affective endowment of family members, their emotional attachment and shared identification with the firm, their social ties with stakeholders, and their desire to renew family bonds through dynastic succession. However, the influence of emotions in FBOs goes beyond the role of SEW to include specific positive emotions (e.g., joy, gratitude, inspiration) as well as negative emotions that are abundant in family business organizations (e.g., conflict, rivalry, jealousy). Although limited, family business research suggests that emotions influence strategic processes in FBOs (e.g., Brundin & Melin, 2006; Brundin & Liu, 2015).
Most of the studies cited above have been conducted by family business or entrepreneurship scholars, and the emotions and strategy literatures have not been tied closely to family business. Specifically, the growing body of research on emotions in strategy (e.g., Ashton-James & Ashkanasy, 2008; Delgado‐García & De La Fuente‐Sabaté, 2010; Hodgkinson & Healey, 2011; Kim, 2012), has largely ignored the FBO context and its unique concerns. This is problematic as FBOs are peculiar firms, hence, the strategic management implications for conventional organizations cannot simply be transferred to the FBO context. At the same time, studying emotions in the FBO context may challenge prior knowledge on emotions and strategizing in conventional organizations, leading to potentially counter-intuitive theorizing and a rethinking of the role of emotions in the strategic management field.
Objectives of the Special Issue
This Special Issue will push forward research at the intersection of emotions, strategic management, and family business, to integrate these fields. We welcome empirical, conceptual and literature review papers that shed light on the influence of emotions at different levels of analysis in the context of FBOs focusing on different areas in the field of strategic management. We also welcome studies that employ new methods, such as physiological measurements (e.g., heartrate, blood pressure, sweating), measures of facial movements in experimental settings, ethnography, and experience sampling methodologies.
Indicative and illustrative questions.
Deadlines and Submission Instructions:
Manuscripts will be reviewed according to LRP's double-blind review process.
Submissions should be prepared using the Guide for Authors (see: https://www.elsevier.com/journals/long-range-planning/0024-6301/guide-for-authors).
The deadline for submission is 30th June 2021.
Manuscripts should be submitted via
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