- Copyright Page
- List of Figures
- List of Tables
- List of Contributors
- Researching Management Ideas
- The System of Management Ideas: origins, micro-foundations, and dynamics
- The Lifecycle of Management Ideas: innovation, diffusion, institutionalization, dormancy, and rebirth
- The Philosophy of Management Ideas
- Methods for the Study of Management Ideas
- Management Techniques
- Instrumental Understanding of Management Ideas
- Thought Leaders and Followers: the impact of consultants and advisers on management ideas
- Business Studies and Management Ideas
- Multinational and Transnational Organizations: the role of globalizing actors
- Business Media: from gatekeeping to transmediality
- Management’s Gurus
- The Consumers and Co-Producers of Management Ideas
- The Re-Adoption of Management Ideas: how they come, how they go, and why some come back
- The Persistence of Management Ideas: how framing keeps ‘Lean’ moving
- Evolving Management Ideas
- Popular Management Ideas
- Professional Structures and Practice Change: institutionalization processesin accounting and strategy
- Management Ideas as Standards
- Understanding and Analysing Resistance to Management Ideas
- Performance Implications of Management Ideas
- The (Geo-)Politics of Management Ideas: three moments in the trajectory of an instrument of power
- Management Ideas and the Social Construction of Organizations
- The Role of Family Firms in Corporate Sustainability
- Managing Public Service Professionals Under New Public Management
- Management Ideas in Everyday Life
- Changing the Critique: from critical management studies to activist scholarship
- Alternatives to Management Ideas
- New Directions for Research on Management Ideas
Abstract and Keywords
The societal concern for sustainable development has translated into corporate sustainability as a management idea, which has yet to be widely adopted. This chapter examines its adoption in family firms. With their transgenerational temporal orientation and long leadership tenures, combined with decision-making by a closely knit dominant coalition that can facilitate a shared vision and organizational control, family firms can be effective conduits for the diffusion and adoption of this management idea. While these characteristics increase the likelihood of adoption by family firms in general, the diffusion of corporate sustainability between family firms would differ depending on the firm’s engagement with the institutional environment and the timing within the family business lifecycle. An examination of the adoption of the idea of corporate sustainability in cases of three family firms offers lessons for diffusion in firms more broadly.
Pramodita Sharma is Professor & Sanders Chair in Family Business, Grossman School of Business, University of Vermont, USA.
Sanjay Sharma is Professor & Dean, Grossman School of Business, University of Vermont, USA.
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