@article{PiroosNeffeLattuch2018,
  author    = {Piroos, A. and Neffe, C. and Lattuch, F.},
  title     = {The way we work: Linking market orientation with internal workplace solutions},
  series = {Human Resource Management},
  volume    = {26},
  journal   = {Human Resource Management},
  number    = {3},
  pages     = {41 -- 44},
  year      = {2018},
  language  = {en}
}
@article{NeffeLattuch2018,
  author    = {Neffe, C. and Lattuch, F.},
  title     = {Behavior of successful family and non-family executives in German family firms},
  series = {Academy of Management Proceedings},
  volume    = {2018},
  journal   = {Academy of Management Proceedings},
  number    = {1},
  year      = {2018},
  language  = {en}
}
@article{NeffeWilderomLattuch2020,
  author    = {Neffe, C. and Wilderom, C. P. M. and Lattuch, F.},
  title     = {Leader behaviour of family and non-family executives in German family firms},
  series = {Management Research Review},
  volume    = {43},
  journal   = {Management Research Review},
  number    = {7},
  doi       = {10.1108/MRR-12-2018-0468},
  pages     = {885 -- 907},
  year      = {2020},
  abstract  = {Purpose. Several studies of family firm failures have pointed to non-family members in leading positions as a reason. However, non-family members have often played a key role in family-firm longevity, while non-family executives' involvement in family firms is increasing. These non-family executives who (co-)run family firms are thought to require an almost impossible set of behavioural qualities. The aim of this exploratory study is to find out how specific leader behaviours of effective family executives and non-family executives may differ. Design/methodology/approach. Based on Dulewicz and Higgs' (2005) broad leadership frame, the authors draw attention to a large range of behaviours of family-firm executives. In-depth interviews were conducted with successful German executives, both family and non-family ones. Their answers had to contain specific behavioural examples. Findings. More behavioural similarities than differences are shown between family- and non-family-based executives. Yet, the self-reflective communicative behavioural qualities of the non-family executives could balance a lack of such qualities among the family-based executives. Based on the three major differences - decision-making style, communication versatility and self-awareness - specific new research propositions are distilled about effective family firm leadership. Originality/value. Practical suggestions for recruiting non-family executives are offered. Future quantitative longitudinal research on how to pair specific behavioural qualities of family and non-family based executives that optimise family-firm longevity is urgently needed.},
  language  = {en}
}
@article{NeffeWilderomLattuch2020,
  author    = {Neffe, C. and Wilderom, C. P. M. and Lattuch, F.},
  title     = {Family-Firm Transformational Leadership, Familiness, and Performance},
  series = {Academy of Management Proceedings},
  volume    = {2020},
  journal   = {Academy of Management Proceedings},
  number    = {1},
  doi       = {10.5465/AMBPP.2020.13125abstract},
  pages     = {. -- .},
  year      = {2020},
  abstract  = {Familiness is considered one of the most valuable assets of family firms. But how familiness-related forces at the top management level of family firms may work their way into positive firm performance has not been addressed empirically before. The present field study couples upper-echelon theory with team-leadership theory and examines the effects of the transformational leadership style (TFL) of family- based CEOs in top management team (TMT) processes and on firm performance. Survey measures were gathered from 72 CEOs of German family firms as well as from 245 members of their TMTs. We tested the aggregated firm-level data, including objective firm-performance indicators of the 72 German family firms they led. Support was obtained for a four-path mediation model, in which three distinct familiness-related team forces (TMT cohesion, behavioral integration, and efficacy) serve as mediators between CEO TFL and family-firm performance in a series. With our model we focus on the under- researched area of familiness vis-{\`a}-vis family-firm performance. Theoretical and practical implications of the findings are discussed, and suggestions are offered for new avenues of family-firm familiness inquiry.},
  language  = {en}
}
@article{NeffeWilderomLattuch2022,
  author    = {Neffe, C. and Wilderom, C. P. M. and Lattuch, F.},
  title     = {Emotionally intelligent top management and high family firm performance: Evidence from Germany},
  series = {European Management Journal},
  volume    = {40},
  journal   = {European Management Journal},
  number    = {3},
  doi       = {10.1016/j.emj.2021.07.007},
  pages     = {372 -- 383},
  year      = {2022},
  abstract  = {Executives in family firms are often confronted with emotionally loaded issues, in part due to the need to include the interests of the owning family. Given this context, we hypothesize how high family-firm performance is affected by the emotional intelligence (EI) of a family-based CEO and top-management team (TMT), in addition to the CEO's transformational leadership (TFL) and TMT's behavioral integration. Survey measures were taken from a random sample of 72 CEOs of German family firms and 245 members of their TMTs. We found that TMT behavioral integration mediates between CEO TFL and objective firm performance while CEO EI is significantly related to both CEO TFL and TMT EI. Implications are discussed for future research thereby suggesting an extension to upper-echelon theory.},
  language  = {en}
}
@article{NeffeWilderomLattuch2024,
  author    = {Neffe, C. and Wilderom, C.P.M. and Lattuch, F.},
  title     = {Family firm performance through transformational CEO leadership and familiness-related team forces},
  series = {Leadership \& Organization Development Journal},
  volume    = {45},
  journal   = {Leadership \& Organization Development Journal},
  number    = {im Erscheinen},
  issn      = {0143-7739},
  pages     = {. -- ..},
  year      = {2024},
  abstract  = {Purpose. The purpose of this study is to test the role of familiness-related team forces induced by the CEO of family firms. In particular, we report on the effects of the transformational leadership style of CEOs on their respective top-management team (TMT) and firm performance when viewed through a familiness lens. Design/methodology/approach. Survey measures were taken from a snowballed sample of 72 CEOs of German family firms as well as from 245 members of their TMTs. We tested the aggregated firm-level data with objective performance indicators of the firms they led. Findings. Support was obtained for the three hypothesized team-force mediations and the four-path mediation model. The relationship between CEO's transformational style and high family-firm performance is found to be serially mediated by TMT cohesion, behavioral integration and efficacy. Together, these three types of collective forces are assumed to be the familiness effect of a family-member CEO with a transformational leadership style. Originality. With our model we quantitatively tested familiness-type forces vis-{\`a}-vis firm performance. Theoretical and practical implications of these findings are discussed.},
  language  = {en}
}