CEO's empathy and salience of socioemotional wealth in family SMEs – The moderating role of external directors

A focus on preserving socioemotional wealth may influence entrepreneurial activities in family firms. In this paper, we identify the emotion of empathy in the family CEO as an antecedent of socioemotional wealth creation. We argue that the presence of one or more external directors can have a direct as well as moderating influence on the relationship between CEO's empathy and the salience of socioemotional wealth to the family CEO. Our empirical tests confirm these hypotheses. Several areas of future research are suggested to incorporate empathy and other emotions in family business studies.     

Multilevel assessment of diversity,innovation and selection in the solar photovoltaic industry

We undertake an empirical study of the solar photovoltaic (PV) industry using evolutionary-economic concepts. Experts regard solar energy as a realistic option for sustainable energy provision in the long run. We identify the innovation and selection forces that drive the changes in the solar PV industry. In addition, a quantitative analysis using diversity indexes is performed at four levels of the solar PV industry: countries, technologies, applications and companies. Richness (number of alternatives) and evenness are calculated in order to describe and identify the changes that have occurred over time at each level. Most remarkable is that evenness has increased at the company level and decreased at the other three levels. We draw a number of policy conclusions.     

Board Composition in Small and Medium‐Sized Family Firms*

This study focuses on the determinants of board composition in Belgian small and medium‐sized family firms. It extends the empirical literature on board composition in private small and medium‐sized family enterprises by integrating several dimensions of the “family component” in the research model. Furthermore, using a multinomial logit model, we examine in which circumstances family firms opt for (1) a family board, (2) an inside board, or (3) an outside board. Results suggest that family‐related contingency variables are far more important than CEO‐related or control variables, giving support to the argument that board composition in family firms is a reflection of the family characteristics and objectives. Moreover, the results suggest that a resource dependence and added value perspective explain more of the variation in board composition than agency considerations.     

The Challenge of Self-adaptive Systems for E-commerce

For future E-commerce systems that are engaged in many dynamic trading relationships, the ability to adapt themselves smoothly will increasingly become a critical property. In this paper, we first define the basic semantic structure of a collaborative process. Then we introduce a formal framework for self-adaptive systems. We argue that self-adaptive systems should specify goals explicitly, and propose a goal-based architecture. We further argue that for systems that operate in a shared environment with other systems, self-adaptation should be extended with co-adaptation. We define four levels of co-adaptation, and present an argumentation mechanism that can be used to enable co-adaptation at the higher levels.     

How strategic considerations influence decision making on e-HRM applications

Although numerous studies indicate that the added value of human resource management is strongest when HRM decisions are linked to the organizational strategy, practical knowledge about how strategic considerations influence decision-making processes relating to e-HRM is limited. Therefore, the purpose of this study is (1) to examine in three case studies how strategic considerations influence the decision-making process around the introduction of e-HRM applications, (2) to present propositions for further research, and (3) to offer recommendations on how to better include strategic considerations in the decision-making process. Three in-depth case studies of companies' e-HRM implementation were performed using a model on e-HRM strategy formulation (Marler, 2009). The case studies reveal that when specific business drivers are absent from the decision-making process, the main role of e-HRM becomes to provide an infrastructure with a focus on preventing dissatisfaction. In order for e-HRM to be used in a more strategic way, business and HRM should be aligned.Based on the findings, we offer research propositions for academics studying this emerging field of the interconnections between strategy, human resource management and IT systems. In addition, we offer recommendations for HR practitioners on how to optimize the match between business and HRM.