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This paper focuses on an analysis of the factors that contribute to differences in political attitudes and political participation of Russian capital owners. Such factors may include different size and type of capital, the degree of past political socialization, the respondents’ age and generational experiences, past/present well-being comparisons and education. The paper begins with a discussion of different theories that make hypotheses about the political behavior of capital owners. These hypotheses were tested in a small, exploratory study of Russian capital owners that I conducted in Russia in the late 1990s. The results of the study are then analyzed within two different but closely interrelated contexts: the wider historical context of social, political and economic changes of the first decade of post-Soviet transformation, and the micro-context of the respondents personal political, economic and social history. In the end, I return to the analyses of the original hypotheses and conclude with a discussion of which theory comes closest to predicting and explaining the results of the study.

The purpose of this paper is to study how the project owner role is described in the literature, and how the role is carried out in practice. In particular, the author studies the project owner role in relation to project execution and benefit realization.

Based on a literature review, the author proposes a model for the relationships between the project owner, project manager and the operation of project delivery. The author then uses the model to describe the empirical results derived from a mapping of project owner responsibilities in a set of Norwegian information technology projects.

The author defines a project owner type 1 as a project owner that is focused on the business case and has responsibility for both project delivery and benefit realization. This project owner is the type described in most of the literature. The author further defines a project owner type 2 as a project owner that is mainly concerned with supporting the project manager and enabling project delivery. This is the type of project owner found in the empirical study.

The author identified a mismatch between the project management literature and observed practice.

There is a need to clarify the type of project owner role referred to in different contexts. Different project owners will have a different set of incentives and priorities. It is important to make sure that both investment costs and benefits (i.e., the complete business case), are seen in close relation to each other and not as separate undertakings.

There is a need for a distinction between two types of project owners. This study proposes a framework for the description, analysis and implementation of project governance, with a special focus on the project owner role.

The purpose of this study is to discover which solution strategies to common industrial commissioning and startup (CSU) problems (Hot Spots) owner and contractor organizations identify as most effective and to identify which strategies are identified by one or both organization types.

Ratings for the relative value provided by strategies, and the effort required to implement strategies were solicited from CSU industry experts employed by owner or contractor organizations via a survey. Quantitative modelling using the Possible, Implement, Challenge, Kill (PICK) chart method distinguished high-value, low-effort strategies from other strategies.

Owners and contractors identify distinct sets of CSU solution strategies as high value and low effort, with some overlap. Of 178 total strategies, 40 (22.5 per cent) were identified by owners and 34 (19.1 per cent) by contractors, with 19 (10.7 per cent) of those strategies in common. Strategies with the greatest differences in opinions between owners and contractors are also identified.

Research findings are limited to industrial-type, operational systems-intensive facilities. Similarities may exist with other systems-intensive project types, such as some commercial or infrastructure projects. The survey sample size is relatively small (n = 35), but close to that of other CSU-related surveys. The majority of survey participants were based in North America at the time of participation. Further, the number of contractor and owner participants differed slightly.

CSU managers and personnel should consider using high-value, low-effort strategies before resorting to other less effective strategies, as applicable on their projects. Depending on which organization is executing CSU, or if both organization types share CSU responsibilities, different solution strategies may be most effective.

Differences in owner and contractor perspectives and opinions have been noted in other aspects of the project lifecycle but never for CSU solution strategies. Use of the strategies identified will support more effective CSU execution.

Drawing on the principal-principal conflict and identity literatures, the purpose of this paper is to investigate the Agency Problem Type II-bis in the context of family business. Specifically, the authors hypothesize that the size of the family owner group is related to firm growth and that this relationship is moderated by the extent to which the family identifies with the firm.

The hypotheses are tested on a sample of 265 medium and large German family firms (FFs) via moderated hierarchical regression analysis.

The main findings suggest that business family identity moderates the inverted U-shaped relationship between the size of the family owner group and firm growth in such a way that FFs with medium-sized family owner groups and high levels of business family identity reach higher firm growth.

In the context of FFs fully owned by one family, family owners might have different strategic preferences, goals, and identities, thus potentially making them subject to the conflict that could arise among the different family owners in relation to growth expectations. Recognizing this problem could help family owners find potential solutions to ensure the well-being of both the family and the business.

The combination of family ownership structure and family ownership dynamics affects firm growth. Challenging the homogeneity of the family owner group, the authors highlight the role of Agency Problem Type II-bis in hindering growth of FFs. A finer-grained view of principal-principal conflicts in FFs is thus discussed.

Previous research on sustainability in the foodservice industry has emphasized its environmental, social and economic dimensions predominantly studied within a Western context or in developed countries. This paper aims to question this positioning by considering the MEA (Middle East and African) context. Second, this paper examines sustainability forms according to the type of restaurant and explains how these forms compare with and contribute to the broader scholarship on sustainability in the service marketing literature and practice.

The paper follows a phenomenological perspective and a grounded theory approach. The authors conducted in-depth interviews with 40 owners of different types of restaurants (traditional, modern and fast-food) in the capital city of Lebanon, Beirut.

This paper identifies four dimensions that are expressed in different ways depending on the type of restaurant. This paper also found that sustainability in the foodservice industry in the MEA region has some differences and similarities relative to the literature where current studies mainly focus on the Western context. While the most dominant form of sustainability in the MEA context is related to the social dimension implemented by restaurants through philanthropy and community support activities, the less important aspect refers to activities about ecology and environmental protection.

The research highlights that sustainable activities in the MEA context are shaped by deep-rooted traditions of philanthropic offerings and community-based activities profoundly embedded within the Arab region. Second, the study contributes to current practices and research related to the foodservice literature by emphasizing the dynamics of the change in terms of sustainability perceptions across different kinds of restaurants and how the type of restaurant can affect the adoption and implementation of sustainable activities. The limits of this study are related to its small sample size and the exclusion of psychographic factors, such as age and gender, which can deepen the knowledge of sustainable actions implemented by female and male restaurant owners and people of different age ranges.

With its focus on the foodservice industry in the MEA underpinning restaurateurs’ lack of ecological sustainability, this research shows that nongovernmental organizations could play a vital role in terms of raising awareness about ecological issues and how restaurateurs can be involved in eco-friendly initiatives.

The paper contributes to the foodservice literature and the emerging research on sustainability in restaurants by presenting an approach based on examining sustainable restaurants in a developing country context. The paper does so by adopting a restaurant owner’s perspective and analyzing three types of restaurants, namely, traditional, modern and fast-food restaurants.

Subcontractor payments typically come through the contractor, though there can be exceptions to this, and their timing and quantum can be affected by the upstream payment practices of the owner to the contractor, as well as the payment practices of the contractor. The purpose of this paper is to study the linked effect of late and incomplete payments of both the owner and contractor on what the subcontractor receives.

The paper's analysis develops on an existing Markov chain formulation of owner payments. The probability of getting payment from an owner or contractor is represented as a function of time since claim submission. Such functions are established through goodness of fit tests using actual project data. The downstream progression of payment from owner to contractor to subcontractor is treated as a collection of series and parallel systems, for which the likelihood of payment is assessed.

A model that enables subcontractors to calculate the likelihood of getting their claims paid, based on owner and contractor historical payment practices, is developed. Subcontractors are able to calculate the conditional and unconditional probabilities of their claims being paid at any time after claim submission. The model may be used with historical payment records, or with identified typical owner and contractor payment types.

The paper presents a practical method by which a subcontractor is able to calculate age‐dependent probabilities of outstanding claim amounts being paid. Such information feeds into the subcontractor's tendering practices before entering a new project, and in the subcontractor's contract administration practices in terms of pursuing claims.

The modelling of the owner‐contractor‐subcontractor payment linkage is original. No similar modelling exists in the literature.

The purpose of this paper is to understand what affects the liquidity of individual commercial real estate assets over the course of the economic cycle by exploring a range of variables and a number of time periods to identify key determinants of sale probability.

Analyzing 12,000 UK commercial real estate transactions (2003 to 2013) the authors use an innovative sampling technique akin to a perpetual inventory approach to generate a sample of held assets for each 12 month interval. Next, the authors use probit models to test how market, owner and property factors affect sale probability in different market environments.

The types of properties that are most likely to sell changes between strong and weak markets. Office and retail assets were more likely to sell than industrial both overall and in better market conditions, but were less likely to sell than industrial properties during the downturn from mid-2007 to mid-2009. Assets located in the City of London more likely to sell in both strong and weak markets. The behavior of different groups of owners changed over time, and this indicates that the type of owner might have implications for the liquidity of individual assets over and above their physical and locational attributes.

Variation in sale probability over time and across assets has implications for real estate investment management both in terms of asset selection and the ability to rebalance portfolios over the course of the cycle. Results also suggest that sample selection may be an issue for commercial real estate price indices around the globe and imply that indices based on a limited group of owners/sellers might be susceptible to further biases when tracking market performance through time.

The study differs from the existing literature on sale probability as the authors analyzed samples of transactions drawn from all investor types, a significant advantage over studies based on data restricted to samples of domestic institutional investors. As well, information on country of origin for buyers and sellers allows us to explore the influence of foreign ownership on the probability of sale. Finally, the authors not only analyze all transactions together, but the authors also look at transactions in five distinct periods that correspond with different phases of the UK commercial real estate cycle. This paper considers the UK real estate market, but it is likely that many of the findings hold for other major commercial real estate markets.

In this paper, the authors will argue that owners as one type among many other types of actors is essential to bring into the picture when analyzing developments in industrial and other kinds of business networks. The direct relationship between owners and the business unit, the firm, is one type of relationship. But owners, as well as the firm as such, also possess several indirect relationships that could be highly relevant in many business network situations. The purpose of this paper is to investigate both direct and indirect relationships when analyzing the role of owners.

The empirical base is coming from an earlier Swedish investigation of the development of a steel company in the course of 75 years. In this study the authors mapped ownership and the role owners had in financial and other terms. The authors also made a detailed investigation of the development of the company in terms of important customers and suppliers, i.e. its business network. In total it means that the empirical data give us a quite multidimensional picture of the role and importance of ownership over a substantial time period.

The owners were for this company not at all important as financers. The monetary flow went, during the whole period, from the company to the owners. The owners, however, played a far more important role in an indirect way, affecting the way the company designed single business relationships as well as the combined network of those relationships. The owners were more important as network designers than as financial contributors. The analysis focusses on two topics: the ways in which owners contributed to the development of the firm during several phases of its development and similarities and differences between the various types of ownership (an entrepreneur – owner, a customer firm, a bank, a family industrial sphere).

The results indicate that the existence and importance of indirect relationships is of vital importance when analyzing the importance of owners in business networks. These indirect relationships are usually not analyzed in contemporary research about ownership. This an interesting and important topic and the authors hope that this study will be followed by many more. The addressed topic is especially relevant for the policy implications.

The purpose of this paper is to explore how the risk management objectives of the firm's owners influence the organization's sustainability strategies with a particular focus on new sustainability related initiatives. Given shareholder objectives direct firm attention to refine organizational focus, the paper's main premise is that ultimately it is the ownership structure of the firm that sets the agenda in terms of sustainability initiatives. Considering the broad distinctions between family/founder ownership, corporate ownership and institutional ownership, the overall ownership structure of the firm will strongly influence the motivations and temporal considerations of the firm vis-à-vis sustainability related initiatives.

Within a resource-based view, the authors link first-mover advantages and sustainability strategies as a reflection of owners' perceptions of risk management and underlying motivations.

The authors postulate that firms with predominant family/founder ownership undertake sustainability-related initiatives as patient investors based on their ideological motivations, while corporate owners undertake initiatives with capabilities building orientation, with institutional owners adopting sustainability-related initiatives as a risk mitigation strategy.

Managers charged with developing sustainability strategies may add a further consideration, namely taking into account the risk management objectives of the owners of the firm, in choosing and justifying the type of sustainability innovation.

This conceptual paper provides a novel link between the first-mover advantage of sustainability initiatives and the ownership and governance of the organization. It contributes to the limited strategy research on ownership impact on sustainability initiatives and provides guidance to managers in developing appropriate strategies.

The purpose of this study is to investigate how concentrated owners add value to Asian firms. While prior research suggests that relational owners (i.e., business groups, top management team, board, government, banks, families, and corporation) may help firms fill institutional voids, this study proposes that it is transactional owners (i.e., foreign and institutional investors) lacking this ability who contribute most to firm performance. As these owners frequently hail from contexts with well-developed corporate governance traditions, they tend to have experience with the design and implementation of such governance practices.

This study involves a meta-analysis covering 276 studies from 17 Asian countries.

This study shows that transactional owners impose effective governance practices such as separating the chief executive officer (CEO) and Chair roles and assuring board independence. These practices promote decisions benefiting all shareholders, such as preventing diversification and financial over-leveraging.

This study contributes to the comparative corporate governance literature by showing that implementing internal governance practices helps improve firm performance in Asia. It also contributes to the owner identity literature by opening the black box of how transactional and relational owners differentially affect firms’ strategic behavior. Overall, this study yields a more nuanced understanding of what transactional owners contribute to Asian firms.