1. Chapter 6 Figures
(c) Thomas Zellweger, 2016

2. Figure 6.1: Dimensions of SEW
(c) Thomas Zellweger, 2016

3. Figure 6.2: How SEW impacts the strategic decision-making process
Source: adapted from Kammerlander and Ganter (2015) and Ocasio (1997)
(c) Thomas Zellweger, 2016

4. Figure 6.3: performance reversal under threat
(c) Thomas Zellweger, 2016

5. Figure 6.4: Overview of agency costs in family firms
(c) Thomas Zellweger, 2016

6. Figure 6.5: Combined agency perspectives
(c) Thomas Zellweger, 2016

7. Figure 6.6: Family involvement in the resource management process
(c) Thomas Zellweger, 2016

8. Figure 6.7: Linking positive familiness to competitive advantage
(c) Thomas Zellweger, 2016

9. Figure 6.8: Linking negative familiness to competitive disadvantage
(c) Thomas Zellweger, 2016

10. Figure 6.9: Example familiness profile
(c) Thomas Zellweger, 2016

11. Figure 6.10: Family firm image, customer focus and financial performance
(c) Thomas Zellweger, 2016

12. Figure 6.11: Identity advantages and disadvantages of family firms
(c) Thomas Zellweger, 2016

13. Figure 6.12: Screenshot from HiPP website
(c) Thomas Zellweger, 2016

14. Figure 6.13: Conformity pressure and the performance of family firms
Source: adapted from Miller, Le-Breton Miller and Lester (2013)
(c) Thomas Zellweger, 2016

15. Figure 6.14: Family firm attributes, filling of institutional voids and performance
(c) Thomas Zellweger, 2016

16. Figure 6.15: Share of types of organizations from 1996 to 2008 in East Asia
Source: Carney and Child (2013)
(c) Thomas Zellweger, 2016

17. Figure 6.16: Change in prevalence of family firms in East Asian countries 1996-2008
Source: Carney and Child (2013)
(c) Thomas Zellweger, 2016

18. Figure 6.17: Samsung Group shareholdings in the year 2010
(c) Thomas Zellweger, 2016

19. Figure 6.18: Paradoxical tensions stemming from the combination of family and business
(c) Thomas Zellweger, 2016

20. Figure 6.19: From a tradeoff to a paradox perspective
(c) Thomas Zellweger, 2016

21. Figure 6.20: Tradition and innovation in family firms
(c) Thomas Zellweger, 2016

22. Figure 6.21: Turning lower innovation input into higher innovation output in family firms
(c) Thomas Zellweger, 2016

23. Figure 6.22: Alignment of family, shareholder and business goals
(c) Thomas Zellweger, 2016