ABSTRACT
Introduction Building on Hambrick and Mason’s (1984) seminal work, mountains of research have investigated the impact of top managers on their organization in terms of strategy and performance (Finkelstein, Hambrick & Cannella 2009). More recently, family rm researchers have adopted the upper echelons perspective to provide new insights into how family involvement in the top management team (TMT) aects the rm (Minichilli, Corbetta & MacMillan 2010). The overarching contribution of this stream of research has been a deeper understanding of family-TMTinvolvement as a source of heterogeneity in family rms (Chua, Chrisman, Steier & Rau 2012).
