Journal of Family Business Strategy

Papers
(The TQCC of Journal of Family Business Strategy is 14. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2021-08-01 to 2025-08-01.)
ArticleCitations
Trapped in a “golden cage”! The legitimation of women leadership in family business348
The role of emotional labor and display latitude in preserving socioemotional wealth in family businesses147
Strings attached: Socioemotional wealth mixed gambles in the cash management choices of family firms83
Exploring different configurations of entrepreneurial orientation in small artisan family firms: A multi-case study72
Family businesses and debt maturity structure: Focusing on family involvement in governance to explain heterogeneity62
Contradiction and disaggregation for family firm research55
Editorial Board53
Editor’s Note48
Benefitting from benefits—A comparison of employee satisfaction in family and non-family firms45
Editorial Board35
Playing the wild cards: Antecedents of family firm resilience33
Dancing with giants: Contextualizing state and family ownership effects on firm performance in the Gulf Cooperation Council30
The influence of board social activity on firm performance26
Acknowledgement to ad-hoc reviewers 202125
Editorial Board24
Editorial Board24
Editorial Board24
Getting family firm diversification right: A configurational perspective on product and international diversification strategies22
Bringing entrepreneurship and family business fully into a home in management departments22
Board diversity in family firms across cultures: A contingency analysis on the effects of gender and tenure diversity on firm performance22
Human resources and mutual gains in family firms: New developments and possibilities on the horizon21
Editorial Board20
Editorial Board20
The role of trust in family business stakeholder relationships: A systematic literature review20
Legacy: The meaning of lasting impact for family, business, and beyond19
Editor’s note19
Why is diversification not dead? Evidence from family business groups during economic reforms in India18
Through her eyes: How daughter successors perceive their fathers in shaping their entrepreneurial identity18
Socioemotional wealth in volatile, uncertain, complex, and ambiguous contexts: The case of family firms in Latin America and the Caribbean16
Family leadership, family involvement and mutuality HRM practices in family SMEs16
Exploring family millennials’ involvement in family business internationalization: Who should be their leader?15
The anatomy of family business conflict15
Untangling the yarn: A contextualization of human resource management to the family firm setting14
A multi-level model of family enterprise corruption14
What makes Latin American family firms different? Moving beyond cross-cultural comparisons14
Theoretical and empirical differences between the interlocked boards of family and non-family firms14
Editorial Board14
Validating the FIBER scale to measure family firm heterogeneity – A replication study with extensions14
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