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This study examines the influence of trustworthiness on manager trust in CEOs from family and non-family firms and its subsequent effects on job performance. Drawing from a sample of 482 managers working in family firms and non-family firms, our results show that managers, unlike in non-family firms, build trust in family CEOs based on their perceived integrity and benevolence, while the perceived abilities of family-firm CEOs do not play a role. Further, trust in family-firm CEOs has a positive mediating effect on managers' job performance, leading to higher job satisfaction and reduced turnover intentions. However, this effect does not significantly differ between family firms and non-family firms, suggesting that trust in CEOs does not give family firms a distinct advantage over non-family firms. Our study contributes to the understanding of trust dynamics in organizational leadership and provides insights for future studies on trust and trustworthiness in family and non-family business contexts. [ABSTRACT FROM AUTHOR]

Family firms are the predominant organizational form in the world. A growing body of research has explored how family firms integrate family and business logics in their strategic decision-making. However, literature has yet not understood how and why family businesses develop environmental sustainability strategies. Specifically, we ask in our paper what roles family and management play in this strategy formation process. To address this question, we conducted original research, employing a qualitative multi-case study of eight large family firms. We conducted 29 in-depth interviews with members of the owning family and their C-level management. Additional focus groups ensured trustworthiness of our results. Our findings indicate that business logic dominates the environmental sustainability strategy process, while family logic adds the unique flavor of each company at various stages of the strategic development process. We synthesize our findings in a comprehensive model. Our research inspires practitioners to better manage the strategic process and provides insights and implications for research. Our paper contributes to the literature on family business, socio-emotional wealth, environmental strategy, dominant logic, and strategy formation process. [ABSTRACT FROM AUTHOR]

Recently, studies have highlighted the importance of a holistic digitalization that incorporates process digitalization, product digitalization as well as digital transformation involving redefinitions of business models and organizational identities. Whereas previous studies either aimed for generalizability across firms, or investigated digital transformation projects in particular industries, only very few studies investigated the particularities of family businesses (i.e. family influence) in the digitalization context. Based on a unique dataset of 164 German family firms, our study sheds light on the role of family ability and family willingness for holistic digitalization. Our results show that product digitalization is statistically independent from the family influence. Whereas process digitalization benefits only from family ability, digital tranformation is bound to the families' willingness to pursue the transformation. [ABSTRACT FROM AUTHOR]

Research on sustainability in family firms has become increasingly multifaceted with the number of influencing factors that promote sustainability activities. The purpose of this study is to explore the motivation for sustainability using latent profile analysis. The analysis identified three distinctive profiles among a family firm sample of N=387. The results show that each of these profiles has different priorities in adjusting sustainability strategies. While reactive family firms primarily consider sustainability to be a cost factor, proactive family firms combine business model innovation and sustainability and see it as an opportunity to give back to society, while profiting economically. Family firms that are stuck in the middle commit only to selected areas of sustainability because they face significant resource restrictions. Findings demonstrate the importance of the authentic motivation to sustainability that requires family businesses to base all economic activity on sustainability, without disregarding certain areas of sustainability. [ABSTRACT FROM AUTHOR]