Balancing natural environmental concerns of internal and external stakeholders in family and non-family businesses

Donald O. Neubaum, Clay Dibrell, Justin B. Craig

Research output: Contribution to journalArticleResearchpeer-review

28 Citations (Scopus)

Abstract

While researches have long suggested that firms must be attentive to their key stakeholders, the question of how attention to different stakeholders may have different benefits for different firms has not been well addressed. This is especially true in the case of family businesses, which confront a unique set of stakeholder challenges, and socioemotional goals not confronted by non-family firms. In this study, we investigate the effect of these competing demands across family and non-family firms. We argue that while being attentive to both internal and external stakeholders is important to firm performance in family and non-family firms, family firms can benefit more when they match their concern for natural environmental stakeholders with a demonstration of concern for their employees. By effectively leveraging the power of these critical internal stakeholders, family firms can gain competitive advantages over non-family firms as it is through these internal stakeholders which the demands of external stakeholder are often met.

Original languageEnglish
Pages (from-to)28-37
Number of pages10
JournalJournal of Family Business Strategy
Volume3
Issue number1
DOIs
Publication statusPublished - Mar 2012

Fingerprint

Environmental concern
Stakeholders
Family firms
Firm performance
Competitive advantage
Employees
Family business

Cite this

@article{3f009af7c3d64e3b9fccc8ea4de630b9,
title = "Balancing natural environmental concerns of internal and external stakeholders in family and non-family businesses",
abstract = "While researches have long suggested that firms must be attentive to their key stakeholders, the question of how attention to different stakeholders may have different benefits for different firms has not been well addressed. This is especially true in the case of family businesses, which confront a unique set of stakeholder challenges, and socioemotional goals not confronted by non-family firms. In this study, we investigate the effect of these competing demands across family and non-family firms. We argue that while being attentive to both internal and external stakeholders is important to firm performance in family and non-family firms, family firms can benefit more when they match their concern for natural environmental stakeholders with a demonstration of concern for their employees. By effectively leveraging the power of these critical internal stakeholders, family firms can gain competitive advantages over non-family firms as it is through these internal stakeholders which the demands of external stakeholder are often met.",
author = "Neubaum, {Donald O.} and Clay Dibrell and Craig, {Justin B.}",
year = "2012",
month = "3",
doi = "10.1016/j.jfbs.2012.01.003",
language = "English",
volume = "3",
pages = "28--37",
journal = "Journal of Family Business Strategy",
issn = "1877-8585",
publisher = "Elsevier",
number = "1",

}

Balancing natural environmental concerns of internal and external stakeholders in family and non-family businesses. / Neubaum, Donald O.; Dibrell, Clay; Craig, Justin B.

In: Journal of Family Business Strategy, Vol. 3, No. 1, 03.2012, p. 28-37.

Research output: Contribution to journalArticleResearchpeer-review

TY - JOUR

T1 - Balancing natural environmental concerns of internal and external stakeholders in family and non-family businesses

AU - Neubaum, Donald O.

AU - Dibrell, Clay

AU - Craig, Justin B.

PY - 2012/3

Y1 - 2012/3

N2 - While researches have long suggested that firms must be attentive to their key stakeholders, the question of how attention to different stakeholders may have different benefits for different firms has not been well addressed. This is especially true in the case of family businesses, which confront a unique set of stakeholder challenges, and socioemotional goals not confronted by non-family firms. In this study, we investigate the effect of these competing demands across family and non-family firms. We argue that while being attentive to both internal and external stakeholders is important to firm performance in family and non-family firms, family firms can benefit more when they match their concern for natural environmental stakeholders with a demonstration of concern for their employees. By effectively leveraging the power of these critical internal stakeholders, family firms can gain competitive advantages over non-family firms as it is through these internal stakeholders which the demands of external stakeholder are often met.

AB - While researches have long suggested that firms must be attentive to their key stakeholders, the question of how attention to different stakeholders may have different benefits for different firms has not been well addressed. This is especially true in the case of family businesses, which confront a unique set of stakeholder challenges, and socioemotional goals not confronted by non-family firms. In this study, we investigate the effect of these competing demands across family and non-family firms. We argue that while being attentive to both internal and external stakeholders is important to firm performance in family and non-family firms, family firms can benefit more when they match their concern for natural environmental stakeholders with a demonstration of concern for their employees. By effectively leveraging the power of these critical internal stakeholders, family firms can gain competitive advantages over non-family firms as it is through these internal stakeholders which the demands of external stakeholder are often met.

UR - http://www.scopus.com/inward/record.url?scp=84857641746&partnerID=8YFLogxK

U2 - 10.1016/j.jfbs.2012.01.003

DO - 10.1016/j.jfbs.2012.01.003

M3 - Article

VL - 3

SP - 28

EP - 37

JO - Journal of Family Business Strategy

JF - Journal of Family Business Strategy

SN - 1877-8585

IS - 1

ER -