Entrepreneurship Theory and Practice · 2011 · 607 citations · 100 references
BusinessStrategic ManagementDecision TheoryFamily BusinessStrategic Decision-makingFamily Business ManagementFamily Decision-makingFamily EconomicsFamily Firm StrategyFamily OwnershipFamily Firm ContinuityIntertemporal Choice ModelsIntertemporal Relations
Long‑term orientation is commonly linked to family firms yet remains underdeveloped, and intertemporal choice involves decisions whose outcomes unfold over time. The study develops a framework for analyzing long‑term orientation in family firms, identifies it as a higher‑order heuristic guiding intertemporal decisions, and examines its role within family firm contexts. The framework introduces three dimensions of LTO—futurity, continuity, perseverance—and three mechanisms influencing intertemporal choice—representation, self‑control, and anticipation.
A long–term orientation (LTO) is often associated with family firms, but the LTO construct is underdeveloped. This paper sets forth a framework for studying LTO in family firms including developing three dimensions—futurity, continuity, and perseverance. It identifies LTO as a higher–order heuristic that, in matters of intertemporal choice, provides a dominant logic for decisions and actions. Intertemporal choice refers to decisions with payoffs or outcomes that play out over time. Three mechanisms affecting intertemporal choices are identified—representation, self–control, and anticipation. LTO and intertemporal choice are further examined and discussed in the context of family firms.
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