Gaia Marchisio
Associate Professor/Executive Director, Cox Family Enterprise Center | Kennesaw State University
Kennesaw, GA, UNITED STATES
Gaia Marchisio is a tenured Associate Professor of Management at the Coles College of Business
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Biography
Gaia Marchisio is a tenured Associate Professor of Management at the Coles College of Business, at Kennesaw State University (GA, USA), and a Faculty associate of the internationally acclaimed Cox Family Enterprise Center. Gaia was raised as a 4th generation successor in her family business. This experience helped her understand the emotional challenges and responsibilities of being a young member of an entrepreneurial family. Gaia brings a unique combination of knowledge and experience from the fields of strategic management, behavioral science and entrepreneurship to her work with family businesses, combined with a growing expertise in family dynamics and conflict management.
Industry Expertise (2)
Education/Learning
Public Relations and Communications
Areas of Expertise (7)
Family Business
Strategy
Communication
Burnout
Conflict
Leadership
Relationship Dynamics
Education (2)
Universita' di Pavia: Ph.D., Business Administration 2005
Bocconi University: B.A., Business 1998
Links (3)
Media Appearances (1)
How to Hire Family Members
Inc. online
2011-02-11
There is the intellectual battle over whether entrepreneurs are born or made. When it comes to family-run businesses, entrepreneurial inclinations may very well present themselves in family members early on in life. Of course, one has to be on the lookout for entrepreneurial vim and vigor vs. youthful idleness. The head of the household—and the business—has to steer clear of any total thoughtless placement of family members within the company.
Recent Papers (3)
Game Theory and Family Business Succession An Introduction
Family Business Review
2012 One of the most significant challenges to enduring family businesses is the process of passing the leadership of a firm from one generation to another. This article introduces game theory as a model for examining succession as a set of rational but interdependent choices made by individuals about a firm’s leadership. Its primary contribution is demonstrating the application of game theory to understanding the decisions and outcomes of succession events.
Narcissism in organizational contexts
Human Resource Management Review
2011 The literature on narcissism in organizational contexts is reviewed. We begin by describing the context of narcissism and several relevant theoretical approaches to understanding it. We next describe research on narcissism in a range of organizational topics, from leadership to meta-organizational issues. We conclude by highlighting several reoccurring themes involving the role of narcissism in organizational contexts, with an emphasis on articulating directions for future research.
Corporate venturing in family business: The effects on the family and its members
Entrepreneurship & Regional Development
2010 Previous literature on corporate entrepreneurship (CE) in family business (FB) focusses on the determinants of CE and presents conflicting results on its effects on firm-level performance. We argue that previous studies have overlooked the idea of FBs being complex social systems comprising three components, controlling families, business entities and individual family members; and any business activity in a FB should also be studied with respect to its effects on the family and individual family members, which ultimately impacts the performance. Moreover, previous FB literature addresses CE as a monolithic concept and does not separate its two primary types: corporate venturing (CV) and strategic renewal (SR). This article focusses solely on CV, investigating the impact of CV on FB. The research is based upon a set of longitudinal in-depth case studies of three FBs engaged in CV initiatives. The findings suggest that CV can have positive, negative or possibly both effects at the family and individual levels depending on four moderating factors. At the individual level, if a succession process is present, CV may increase the incumbent leader's capability to effectively direct the selection and development process of next generation family members (NGFMs) as well as the NGFMs’ human capital. However, CV could also reduce the affective commitment of NGFMs to the core business and such a risk appears to be higher when CV participation in the FB strategy is low. At the family level, development of CV initiatives may both enhance and reduce the family cohesion. The risk of its decrease grows with greater relevance of non-active family members’ ownership and the greater financial impact of the CV initiative itself.
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