The purpose of this article is to review and systematize prior work on technological innovation in family firms and to open up an agenda to guide future research into this promising area. The study shows that family involvement has direct effects on innovation inputs (e.g., R&D expenditures), activities (e.g., leadership in new product development projects), and outputs (e.g., number of new products), as well as moderating effects on the relationships between these steps of technological innovation. The article uses theories applied in family business research (e.g., agency theory) to discuss opportunities for extending technological innovation frameworks by considering family involvement.

基于社会情感财富理论，以2012~2018年中国沪深两市A股上市家族企业为样本，实证研究代际传承阶段对家族企业创新投入的影响，并考察传承者特征变量父辈创始人身份和二代内部历练时长对此影响的调节作用。研究发现：①较之于未发生代际传承的家族企业，处于二代参与管理阶段的家族企业的创新投入水平会更低；较之于处于二代参与管理阶段的家族企业，处于二代接收管理阶段的家族企业的创新投入水平会更高。②父辈创始人身份对二代参与管理与家族企业创新投入之间的关系，具有显著的负向调节作用；二代内部历练时长对二代接收管理与家族企业创新投入之间的关系，具有显著的正向调节作用。

This study uses the listed family businesses in China from 2012 to 2018 as the research samples to empirically research the impact of the intergenerational succession stages on the innovation investment of family businesses. The moderating effects of two inheritor characteristic variables, namely the founder status of parents and internal training time of second-generation, are discussed in two stages respectively. The results show that: ①compared with the family businesses without intergenerational succession, the family businesses in the second-generation involvement management stages have lower innovation investment, and compared with the family businesses in the second-generation involvement management stages, the family businesses in the second-generation takeover management stages have higher innovation investment; ②the founder status of parents has a significantly negative moderating effect on the relationship between the second-generation involvement management and innovation investment, while internal training time of second-generation has a significantly positive moderating effect on the relationship between second-generation takeover management and innovation investment.

Because of its inherently asymmetric nature, set-theoretic analysis offers many interesting contrasts with analysis based on correlations. Until recently, however, social scientists have been slow to embrace set-theoretic approaches. The perception was that this type of analysis is restricted to primitive, binary variables and that it has little or no tolerance for error. With the advent of “fuzzy” sets and the recognition that even rough set-theoretic relations are relevant to theory, these old barriers have crumbled. This paper advances the set-theoretic approach by presenting simple descriptive measures that can be used to evaluate set-theoretic relationships, especially relations between fuzzy sets. The first measure, “consistency,” assesses the degree to which a subset relation has been approximated, whereas the second measure, “coverage,” assesses the empirical relevance of a consistent subset. This paper demonstrates further that set-theoretic coverage can be partitioned in a manner somewhat analogous to the partitioning of explained variation in multiple regression analysis.

In this study, the authors developed a dual-concern (i.e., maintenance and performance) model of human resources (HR) management. The authors identified commonly examined HR practices that apply to the middle manager level and classified them into the maintenance- and performance-oriented HR subsystems. The authors found support for the 2-factor model on the basis of responses from 2,148 managers from 463 firms operating in China. Regression results indicate that the performance-oriented HR subsystems had a positive relationship with firm performance and that the relationship was mediated by middle managers' affective commitment to the firm. The maintenance-oriented HR subsystems had a positive relationship with middle managers' continuance commitment but not with their affective commitment and firm performance. This study contributes to the understanding of how HR practices relate to firm performance and offers an improved test of the argument that valuable and firm-specific HR provide a source of competitive advantage. (PsycINFO Database Record (c) 2009 APA, all rights reserved).

Relationships and connectivity play an enhanced role in most models of the new economy. For many firms, strategic advantage resides in the social capital (or relational wealth) they are able to nourish and maintain. This important asset is accumulated over time and not easily traded or transferred. For family firms with long-term continuity goals, the transfer and management of this largely intangible asset are a most significant activity. This research is based on interviews of next-generation entrepreneurs in 18 different firms. It contributes to the family business and more general management literature by identifying different ways in which relational wealth is transferred, created, and managed. Four different modes of transferring social capital emerged from the data: unplanned, sudden succession; rushed succession; natural immersion; and planned succession and deliberate transfer of social capital. Additionally, seven means of managing social capital emerged: deciphering existing network structures, deciphering the transactional content of network relationships, determining criticalities, attaining legitimacy, clarifying optimal role, managing ties through delegation and division of labor, and striving for optimal network configuration and reconstituting network structure and content. This paper concludes with a series of propositions for further research.

This article develops an integrated framework for the examination of innovation drivers in small and privately owned family firms. Drawing from the family-driven innovation model, we study how factors at the family, the firm, and the environment level combine into distinct configurations that spur innovation. Analyzing 277 family firms using fuzzy-set qualitative comparative analysis, we find six configurations leading to high innovation and show that none of the antecedents is necessary for it. Building inductively on our configurations, we also derive propositions about the combinations of factors leading to high innovation. Implications for research and practice are discussed.

基于权威转换视角，将家族企业继任方式划分为渐进式和“空降式”，并利用2004～2017年中国上市家族企业样本进行检验分析。研究结果表明，财产均分带来所有权权威分散、家族权威的长辈威望以及一代企业主的领袖魅力权威都会促使家族企业更倾向于采取渐进式的继任方式。在所有权权威系统中，家族所有权比例越集中，越倾向于采用渐进式的继任方式；在家族权威系统中，家族高管比例和董事比例越高，也越倾向于采用渐进式的继任方式；在领袖魅力权威系统中，企业主的政治身份和行业地位同样显著增加安排二代子女渐进式继任的可能性。进一步研究还发现，不同的继任方式会导致企业战略导向差异，相对于采取“空降式”继任方式，采取渐进式继任方式的家族企业更具有长期导向。

Based on the perspective of authority transformation, the succession mode is divided into gradual succession and radical succession, and the sample of listed Chinese family firms from 2004 to 2017 is used for empirical test. The study found that the spread of ownership authority, the prestige of family authority and the charisma authority of first-generation of business owners all contribute to the trend of gradual succession. In the ownership authority system, the more concentrated the proportion of family ownership, the more it is inclined to adopt gradual succession. In the family authority system, the higher the proportion of family executives and directors, the more it is likely that they are to adopt gradual succession. In the charming authority system, the political status and industry status of business owners also significantly increase the possibility of arranging the gradual succession of the second generation children. Further research found that different succession models lead to differences in corporate strategic orientation. Compared with the radical succession, the gradual succession of family business has a longer-term orientation.

Compared with family ownership, the participation of family membership in management will have a more direct impact on the strategic behavior. Based on the Principal-Agent Theory, we conducted an empirical study on Chinese listed family firms from 2010 to 2018, and found that the involvement of family executives has a positive effect on the propensity to carry out M&amp;A, especially horizontal M&amp;A. However, with the increased involvement of family executives, it shows a negative relationship between family management involvement and vertical M&amp;A. Organizational slack enhances the positive relationship between the involvement of family executives and M&amp;A, while the participation of the second generation weakens the positive effect. When family authority is highly concentrated in the family firm, which refers to the situation that family members hold the positions of chairman and CEO, family involvement and M&amp;A behaviors shows insignificant relationship and the positive moderating role of organizational slack is inhibited, but the participation of the second generation of family inversely shows a positive moderating effect. The contradictions within the family embed in the strategic decision-making process as the &quot;family system&quot; over the &quot;corporation system&quot;, and the principal-agent problems between the owner and the manager of the family firm derived from altruism may lead to the stagnation of M&amp;A. Therefore, the family management involvement is not the more the better, nor should it permeate into every fields. How to exert the positive effect of family authority through appropriate involvement of management so as to achieve the sustainable development of family firms? It is a key problem remaining to be solved.<br>To sum up, we analyzes the mechanism of family management involvement on the strategic behaviors of M&amp;A in different dimensions, which broadens the research boundary of M&amp;A strategies in family firms. By comparing the characteristics of horizontal and vertical M&amp;A, we call for more in-depth research ideas of M&amp;A. The participation of second generation and organizational slack are taken as the key situation affecting the relationship, which also proves that the different concerns of socioemotional wealth related to the diversification of family involvement will lead to the heterogeneous strategies of family firms.<br>The results indicate that the diversification of family management involvement generates different principal-agent issues, which will restrict M&amp;A behaviors of family firms. Our study deepens the discussion of family firms seeking longevity and adapting to institutional environment, and provide practical suggestions for the governance of Chinese family firms.