University of Vermont

Faculty Profiles

• Professor
  • Chiang, Kevin C.H. Ph.D.
  • DeWitt, Rocki-Lee Ph.D.
  • McIntosh, Barbara R. Ph.D.
  • Noordewier, Thomas G. Ph.D.
  • Sharma, Sanjay Ph.D.
  • Sharma, Pramodita Ph.D.
  • Sinkula, James M. Ph.D.
• Associate Professor
  • Arel, Barbara Ph.D.
  • Bonifield, Carolyn M Ph.D.
  • Cats-Baril, William L. Ph.D.
  • Dempsey, Stephen J. Ph.D.
  • Hughes, Susan B. Ph.D.
  • Jones, David A. Ph.D.
  • Lucas, Marilyn T. Ph.D.
  • Novak, David Ph.D.
  • Parke, E. Lauck Ph.D.
  • Tomas III, Michael J. Ph.D.
  • Vanden Bergh, Richard G. Ph.D.
  • Zhang, Chun Ph.D.
• Assistant Professor
  • Beaudoin, Cathy A. Ph.D.
  • Do, Hung Tuan Ph.D.
  • Kingsley, Allison F. MSL, Ph.D.
  • Marble III, Hugh Ph.D., CFA
  • Walberg, Glenn C. JD, LLM
  • Zhang, Jie DBA
• Lecturer/Sr Lecturer
  • Chittenden, Thomas I. MBA
  • Monahan, John D. JD
  • Tomas, Amy M. Ph.D.
  • Woodman, Martha MBA
• Lecturer (Part Time)
  • Walberg, Julia C MS
• Faculty Emeritus
  • Averyt, William F. Ph.D.
  • Battelle, Peter E. M.B.A.
  • Brandenburg, Richard G. Ph.D.
  • Gatti, James F. Ph.D.
  • Gurdon, Michael A. Ph.D.
  • Jesse, Richard R. Ph.D.
  • Kraushaar, James M. Ph.D.
  • Laber, Gene Ph.D.
  • Savitt, Ronald Ph.D.
  • Severance, Malcolm Ph.D.
  • Shirland, Larry E. Ph.D.
  • Tashman, Len J. Ph.D.

Pramodita Sharma, Ph.D. Professor

Contact Information

Office: 320 Kalkin
Phone: 802 656-5122
E-Mail: psharma@bsad.uvm.edu

Office Hours: MW 10:00 a.m. - 12:00 p.m. or by drop in or by appointment

Dr. PramoDITA Sharma is the Sanders Professor for Family Business at the School of Business Administration, University of Vermont. Prior to this appointment in 2011, she was the CIBC Distinguished Professor of Family Business at the John Molson School of Business, Concordia University in Montreal.

Dita is a visiting scholar at the Babson College where she serves as the Academic Director of the Global Successful Transgenerational Entrepreneurship Practices (STEP) project. Engaging over 200 scholars from 41 leading universities, this global applied research initiative explores the entrepreneurial processes within business families and generates solutions that have immediate application for family leaders.

Her research on the succession processes, governance, innovation, next generation issues and the unique dynamics underlying family firms has been honored with several international awards including the NFIB Best Dissertation award from the Entrepreneurship division of the Academy of Management. She received the prestigious Barbara Hollander award at the 25th anniversary conference of the Family Firm Institute.

Supported by various private and government agencies, her research is well received both in academic and practitioner outlets. She is amongst the most frequently cited scholars in family business studies. In addition to three co-authored books, she has published about fifty scholarly articles and book chapters on family business studies. Her book on Entrepreneurial Family Firms (w. Frank Hoy) is being used in family business courses around the world and has been translated into Mandarin and Greek.

Sharma is active in leadership and advisory roles in a number of professional associations. She serves as the Editor-in-Chief of the Family Business Review (FBR) - the only SSCI listed journal devoted exclusively to exploration of the dynamics of family-controlled enterprise of all sizes run by founders or later generational leaders. A Top 20 Business journal, FBR was named by Thomson Reuters as the 'Rising Star' in all of Business & Economics journals in 2012. Dita is the co-founder of the Family Enterprise Research Conference. Now, in its ninth year, this annual conference attracts leading family business scholars from around the world. She is the Chair of the UVMs Family Business Awards and UVMs Family Enterprise Case Competition.
Sharma maintains close links with the business community. She is a frequent speaker at gatherings of family business leaders around the world. This interaction enables her to share insights from evidence based research with practitioners while ensuring that her research remains focused on issues of significant importance to the family business community. Experiences and close interactions with her own family's enterprises help keep her professional work rooted into the realties and complex dynamics of these fascinating enterprises that dominate the economic and societal landscape around the world.

Courses Currently Taught by Pramodita Sharma:

• BSAD 137 - Entrepreneurial Leadership SP 2013
  • Section A, 004 Kalkin 12:50-3:50 F - ON-LINE SYLLABUS
• BSAD 295 - Advanced Special Topics SP 2013
  • Entrepreneurial Family Firms - Section B, 004 Kalkin 5:30-8:15 R - ON-LINE SYLLABUS

Publication History

Journal Article, Academic Journal

• Sharma, P.; Chua, J. H. - "Asian family enterprises and family business research" (Refereed) - Asia Pacific Journal of Management - 2013 - no. Online, [View publication] [Show/Hide Abstract]
  Abstract: This article discusses some of the notable trends in family business research. The critical role of context in building usable knowledge on family enterprises is highlighted. The Asia Pacific region offers a plethora of unique opportunities to build such knowledge as illustrated by some articles in this Special Issue. Families and their enterprises are integral to all Asia Pacific countries. However, the heterogeneity of institutional development and conditions in which these enterprises must operate offer unique research opportunities for scholars to build deeper understanding of family enterprises and contribute to the global knowledge in this important field of study.
  
• Dawson, A.; Irving, P. G.; Sharma, P.; Chirico, F.; Marcus, J. - "Behavioral outcomes of next generation family members??? commitment to their firm" (Refereed) - European Journal of Work and Organizational Psychology - 2013 [View publication] [Show/Hide Abstract]
  Abstract: Are there variations in behaviors and leadership styles of next generation family members or descendants who join their family business due to different forms of commitment? Evidence from a dual respondent study of 109 Canadian and Swiss family firms suggests that descendants with affective commitment to their family firms are more likely to engage in discretionary activities going beyond the job description, thereby contributing to organizational performance. Next generation members with normative commitment are more likely to engage in transformational leadership behaviors. Both affectively and normatively motivated next generation members use contingent reward forms of leadership. A surprising finding of this study is the binding force of normative commitment on positive leadership behaviors of next generation members. This study empirically tests the generalizability of the three-component model of commitment to family businesses, a context in which different forms of commitment may play a unique role.
  
• Sharma, P.; Carney, M. - "Value creation and performance in private family firms: Measurement and methodological issues (Editorial)" (Refereed) - Family Business Review - 2012 - v. 25, no. 233, [View publication]
• Sharma, P.; Salvato, C. - "Commentary: Exploiting and exploring new opportunities over life cycle stages of family firms." (Refereed) - Entrepreneurship Theory & Practice - 2011 - v. 35, no. 6, pp. 1199-1205 [View publication] [Show/Hide Abstract]
  Abstract: Family firms vary with regards to success achieved in terms of opportunity creation and exploitation over time. Elaborating on this variation, this commentary argues that firms that simultaneously engage in multiple levels of innovation???incremental, progressive, and radical???are likely to enjoy sustainable performance advantages across generations. Toward this end, a strategic split of innovation responsibilities between family and nonfamily professionals is likely to be useful, contingent on the firm's life cycle and size. In terms of entrepreneurial expertise, a combination of causal and effectual thinking is necessary to ensure exploitation of already discovered or created opportunities and exploration of new ones. Integrating Drucker's (1985) concept of the ???systematic practice of innovation??? by successful entrepreneurs with insights from informational economics and family business literatures, Patel and Fiet (2011) argue that in comparison to nonfamily firms, family firms are better positioned to discover new opportunities, both in static and dynamic environments. These advantages, they suggest, stem from a combination of long-term orientation of family firms, low turnover, long leader tenures, and prevailing sociocognitive familial bonds (cf. Chrisman, Chua, & Steier, 2005; Chrisman, Kellermanns, Chan, & Liano, 2010). Because of these inherent features, in comparison to nonfamily managers, family members involved in their family firms can rely on trusted social networks and information channels built over generations, more effectively combine their tacit and procedural knowledge, organize and exploit accumulated knowledge more efficiently, and engage in patient investments that may reap benefits in time horizons extending beyond individual career spans while benefiting their enterprise. While Patel and Fiet (2011) recognize that opportunities can be created or simply stumbled upon, their focus is on "constrained systematic search" for discovery of opportunities, that is, efficiencies involved in building on information and resources within a firm's reach. Thus, the focus is largely on opportunity creation in domains relatively close to the current operations of the firm, such that the preexisting knowledge assets and networks can be utilized. It is in such discovery and the efficient exploitation of opportunities that emerge as a consequence, that family firms are argued to be in an advantageous position over nonfamily firms. Family business scholars have long been interested in understanding the distinction between family and nonfamily enterprises on different dimensions (e.g., Chrisman, Chua, & Sharma, 2005; Sharma, 2004). Toward this end, Patel and Fiet's (2011) article is a welcome addition as it explicates the reasons why family firms potentially enjoy significant advantages over nonfamily firms in searching for opportunities in domains close to their current operations. However, it does not help understand why some family firms are able to search and exploit new opportunities in domains both close and distant from their current operations. For example, how do dynastic firms such as the Italian Falck group negotiate their way from being a leading steel company from its inception in 1906 to 1980s and then emerge in the 1990s as a key player in the renewable energy industry (Salvato, Chirico, & Sharma, 2010)? Or, how did Corning Inc. move from manufacturing of Pyrex and Corelle into Display Technologies and Telecommunications in its 150 year long history (Miller & Le Breton-Miller, 2005)? What factors enable some family firms to display a remarkable agility in innovating in a sustainable way across generations (e.g., Target or Wal-Mart) despite environmental changes, while others shine brightly during the tenure of industrious founders only to succumb to changes in leadership and/or environment, fading away as a dim memory in the economic history (e.g., Eatons or Woolco)? Why do the rich stocks of knowledge assets and advantages of intersubjective agreement for continuity or prosperity of a firm not translate uniformly in all family firms? Why are some family firms more successful than others in exploiting and exploring opportunities across life-cycle stages of markets and products? In this commentary, we extend Patel and Fiet's (2011) arguments by addressing the differences within the broad category of organizational form labeled as "family firms." Previous research indicates that not all family firms are equally adept at discovering, exploiting, and creating new opportunities especially as the environment changes (e.g., Bergfeld & Weber, 2011; Hatum, 2007; Hoy & Sharma, 2010; Miller & Le Breton-Miller, 2005). Based on insights in the literature on innovation in family firms and tenets of effectuation theory (Bergfeld & Weber; Christensen, 1997; Sarasvathy, 1998), we differentiate between the exploitation of already discovered or created opportunities and exploration of new opportunities. Further, exploration in domains similar to previous markets and products of a firm (the focus of Patel and Fiet's article) is differentiated from domains that are novel or significantly different from the current activities of a firm. We discuss the varied levels of innovation???incremental, progressive, or radical???and the combination of these innovation levels necessary for continuous flow of exploitable opportunities over life-cycle stages of a firm, market, and product/service (cf. Bergfeld & Weber). These ideas lead us to a description of four innovation pathways pursued by trans-generational entrepreneurial family firms, contingent on their market and product/service life-cycle stage. Failure of such pursuit can lead to expiration of family firms (Hatum; Hoy & Sharma).
  
• Sharma, P.; Sharma, S. - "Drivers of proactive environmental strategy in family firms" (Refereed) - Business Ethics Quarterly: The Journal of the Society for Business Ethics - 2011 - v. 21, no. 2, pp. 309-334 [Show/Hide Abstract]
  Abstract: Globally, family firms are the dominant organizational form. Family involvement in business and unique family dynamics impacts organizational strategy and performance. However, family control of business has rarely been adopted as a discriminating variable in the organizations and the natural environment (ONE) research field. Drawing on the theory of planned behavior we develop a conceptual framework of the drivers of proactive environmental strategy (PES) in family firms. We argue that family involvement in business influences the attitudes, subjective norms, and perceived behavioral control of a firm's dominant coalition. Together these factors determine the extent of the dominant coalition's intentions to undertake PES. Further, family firms with lower levels of relationship conflict within the controlling family will be more successful in translating the dominant coalition's intentions to allocate resources for the pursuit of PES. Research implications of the theory are discussed.
  
• Sharma, P. - "Strategic entrepreneurial behaviors in family businesses" (Refereed) - International Journal of Entrepreneurship and Innovation Management (IJEIM) - 2011 - v. 13, no. 1, pp. 4-11
• Salvato, C.; Chirico, F.; Sharma, P. - "A farewell to the business: Championing exit and continuity in entrepreneurial family firms" (Refereed) - Entrepreneurial and Regional Development: An International Journal - 2010 - v. 22, no. 3-4, pp. 321-348 [View publication] [Show/Hide Abstract]
  Abstract: What factors influence exit from the founder's business and subsequent entrepreneurial renewal in a generational family firm? Guided by this research question, we trace the development of the Italian Falck Group from its inception as a steel company in 1906 - ascension as the largest privately owned steel producer in Italy - losses in the 1970s and 1980s leading to business exit from steel industry in the 1990s - followed by successful entry in the renewable energy business. A combination of insights from the literature and triangulation of data from multiple primary and secondary sources leads to the development of a model describing how inhibitors of exit from the founder's business can be transformed into facilitators of change. The critical role of farsighted 'family champion of continuity' is found central in redirecting the family from its anchoring in past activities to focus on future entrepreneurial endeavours. While the commitment to the founder's business continues, the family champion aided by business savvy and astute non-family executives ably modifies its meaning of 'continuity of the founder's business' from 'steel production' to 'continuity of the entrepreneurial spirit of the family', hence preserving the institutional identity. Insights from this study can help generational family firms which plan to exit from a failing course of action to regenerate so as to create trans-generational value.
  
• Montemerlo, D.; Sharma, P. - "Factors influencing the stocks and flows of bonding social" (Refereed) - International Journal of Entrepreneurial Venturing (IJEV) - 2010 - v. 2, no. 3/4, pp. 246-261 [View publication] [Show/Hide Abstract]
  Abstract: Drawing upon social capital and network theories, this article presents a conceptual framework of factors that influence the building of internally focused bonding form of social capital, in the context of family firms. The two sub-systems of family and business are treated as distinct units. Three factors - stability of membership, centrality of actors, and closure of each sub-system - are theorised to positively influence the stocks of bonds in the family or business sub-system. Simultaneous centrality of actors in family and business, closure of both sub-systems, level of interdependence, and quality of interactions between family and business, are theorised to influence the flow of bonds between the two sub-systems. Implications for research are discussed.
  
• Chrisman, J. J.; Chua, J. H.; Sharma, P.; Yoder, T. R. - "What CPAs Should Know about Guiding Family Firms through the Succession Process" (Refereed) - CPA Journal - 2009 - no. June, pp. 48-51
• Sharma, P.; Smith, B. - "Ed's dilemma: Succession planning at Niagara Paving" (Refereed) - Entrepreneurship Theory and Practice - 2008 - v. 32, no. 4, pp. 775-777 [Show/Hide Abstract]
  Abstract: Ed Merski, the founder of Niagara Paving, a successful asphalt company, must decide whether and on what terms to invite his youngest child Nancy to rejoin the family business. Nancy has worked in a number of jobs in and outside Niagara Paving and soon will graduate from a master of business administration program. Ed is concerned about how her entry will affect not only the operations of the business, but also relations among employees, including his son, Luke, who has worked for the company for the past 20 years...
  
• Sharma, P. - "Familiness: Capital stocks and flows between family and business" (Refereed) - Entrepreneurship Theory and Practice - 2008 - v. 32, no. 6, pp. 971-977 [View publication] [Show/Hide Abstract]
  Abstract: Because constructs and variables are the building blocks of hypotheses and propositions, theorists must first evaluate them before analyzing the relational properties of theories. If they are working with inappropriate constructs and variables, how these constructs and variables are assembled into hypotheses and propositions is irrelevant. All parts of a bridge may fit together perfectly, but if this bridge is constructed of "silly-putty," it is not a good idea to drive over it (Bacharach, 1989, p. 501).
  
• Sharma, P.; Chrisman, J. J.; Chua, J. H. - "Managing the family firm: Introduction and Implications" (Refereed) - Zeitschrift f??r KMU und Entrepreneurship, - 2008 - v. 56, pp. 1-7 [View publication]
• Sharma, P.; Hoy, F.; Astrachan, J. H.; Koiranen, M. - "The practice driven evolution of family business education" (Refereed) - Journal of Business Research - 2007 - v. 60, no. 10, pp. 1012-1021 [View publication] [Show/Hide Abstract]
  Abstract: Starting from Calder's dissertation in the early fifties, key developments in family business education are presented in a 130-item chronology. The emergence of the field is tracked to the demand from practitioners rather than the pull of scholarly inquiry. Causal evolutionary drivers of variation, selective retention, and struggle for survival, provide a framework for understanding the past and current status of the knowledge base for family business and hinting at future development. The critical role of infrastructure ??? family business centers and professional associations ??? is evident in the path dependent evolution and growth of the field. Although the last two decades have witnessed rampant infrastructure growth and variety in offerings, some evidence of selective retention is beginning to surface. In the future, increasing competition and collaboration can be expected to lead to higher standards of family business education.
  
• Sharma, P.; Irving, G. - "Four bases of family business successor commitment: Antecedents and consequences" (Refereed) - Entrepreneurship Theory and Practice - 2005 - v. 29, no. 1, pp. 13-33 [View publication] [Show/Hide Abstract]
  Abstract: Although successor commitment toward family business has been identified as a key desirable attribute, commitment has been treated as a unidimensional construct in family business research. Drawing on the organizational commitment literature, we propose four bases of successor commitment to family firm-effective (based on perceived desire), normative (based on perceived sense of obligation), calculative (based on perceived opportunity costs involved), and imperative (based on perceived need). A model of antecedents and expected behavioral outcomes of each of these bases of commitment is developed. Related propositions are presented, as are the contributions to the literature, research and practical implications.
  
• Sharma, P.; Manikutty, S. - "Strategic divestments in family firms: Role of family structure and community culture" (Refereed) - Entrepreneurship Theory and Practice - 2005 - v. 29, no. 3, pp. 293-312 [View publication] [Show/Hide Abstract]
  Abstract: Timely acquisition and divestment of resources is essential for sustaining the competitive advantage and longevity of family firms. A combination of past successes, emotional attachments, and path dependencies can lead to extensive inertia toward divestment in these firms. This article develops a framework to understand the influence of community culture and family structure on divestment decisions in family firms. Propositions on the varying levels of inertia to divest-depending on the values held by the owning family and the culture prevailing in their community-are developed. Research and practical implications are discussed.
  
• Chrisman, J. J.; Chua, J. H.; Sharma, P. - "Trends and directions in the development of a strategic management theory of the family firm" (Refereed) - Entrepreneurship Theory & Practice - 2005 - v. 29, no. 5, pp. 555-576 [View publication] [Show/Hide Abstract]
  Abstract: This article provides a review of important trends in the strategic management approach to studying family firms: convergence in definitions, accumulating evidence that family involvement may affect performance, and the emergence of agency theory and the resource-based view of the firm as the leading theoretical perspectives. We conclude by discussing directions for future research and other promising approaches to inform the inquiry concerning family business.
  
• Sharma, P. - "An overview of the field of family business studies: Current status and directions for future" (Refereed) - Family Business Review / SAGE Publishers - 2004 - v. 17, no. 1, pp. 1-36 [View publication] [Show/Hide Abstract]
  Abstract: Based on a review of 217 refereed articles on family business studies, the literature is organized according to its focus on individual, interpersonal or group, organizational, and societal levels of analyses. An assessment of the status of our current understanding at each level is provided and directions for future research are suggested. A discussion of definitional issues, bases of distinctiveness, and family firm performance is used to help understand the domain or scope of the field. Methodological issues and strategies aimed to enhance the pace at which the field achieves a distinctive legitimate place in organizational studies are presented.
  
• Zahra, S. A.; Sharma, P. - "Family business research: A strategic reflection" (Refereed) - Family Business Review / SAGE Publishers - 2004 - v. 17, no. 4, pp. 331-346 [Show/Hide Abstract]
  Abstract: As research on family business continues to grow, six key trends have become evident. These trends include a continuing pursuit of a few research topics such as succession, a strong preference for practice-oriented research methods, a tendency to borrow heavily from other disciplines without giving back to these fields, and a strong preference to talk to other researchers conducting research on family firms???failing to communicate with scholars from other disciplines. Therefore, we suggest strategies to expedite the growth of family business research toward better understanding the paradoxes faced by family business managers, deepen insights into the problems they encounter, improve rigor in reported research, find ways to promote a dialog with scholars in sister disciplines, and give back to the disciplines from which we borrow heavily.
  
• Sharma, P. - "Predictors of Satisfaction with the Succession Process in Family Firms." (Refereed) - Journal of Business Venturing / Elsevier Publishers - 2003 - v. 18, no. 5, pp. 667-687
• Sharma, P.; Chua, J. H.; Chrisman, J. J. - "Succession and Nonsuccession Concerns of Family Firms and Agency Relationship with Nonfamily Managers" (Refereed) - Family Business Review / SAGE Publishers - 2003 - v. 16, no. 2, pp. 89-107
• Sharma, P.; Chua, J. H.; Chrisman, J. J. - "Succession Planning as Planned Behavior: Some Empirical Results." (Refereed) - Family Business Review / SAGE Publishers - 2003 - v. 16, no. 1, pp. 1-15
• Sharma, P. - "The Transacting Cognitions of Non-Family Employees in the Family Businesses Setting." (Refereed) - Journal of Business Venturing / Elsevier Publishers - 2003 - v. 18, no. 4, pp. 533-551
• Sharma, P.; Chrisman, J. J.; Pablo, A.; Chua, J. H. - "Determinants of initial satisfaction with the succession process in family firms: A conceptual model. " (Refereed) - Entrepreneurship Theory and Practice - 2001 - v. 25, no. 3, pp. 1-19 [View publication]
• Sharma, P.; Chua, J. H.; Chrisman, J. J. - "Perceptions about the extent of succession planning in Canadian Family Firms. " (Refereed) - Canadian Journal of Administrative Sciences - 2000 - v. 17, no. 3, pp. 233-243
• Chua, J. H.; Chrisman, J. J.; Sharma, P. - "Defining the family business by behavior. " (Refereed) - Entrepreneurship Theory & Practice - 1999 - v. 23, no. 4, pp. 19-39 [View publication]
• Sharma, P.; Chrisman, J. J. - "Toward a reconciliation of the definitional issues in the field of Corporate Entrepreneurship. " (Refereed) - Entrepreneurship Theory and Practice - 1999 - v. 23, no. 3, pp. 11-27 [View publication]
• Chrisman, J. J.; Chua, J. H.; Sharma, P. - "Important attributes of successors in family businesses: An exploratory study." (Refereed) - Family Business Review / SAGE Publishers - 1998 - v. 11, no. 1, pp. 19-34
• Sharma, P.; Chrisman, J. J.; Chua, J. H. - "Strategic Management of the Family Business: Past Research and Future Challenges." (Refereed) - Family Business Review / SAGE Publishers - 1997 - v. 10, no. 1, pp. 1-35

Journal Article, Professional Journal

• Garcia-Castro, R.; Sharma, P. - (Forthcoming) "Family Involvement - Firm Performance link: Winning configurations revealed by set-theoretic methods. " (Refereed) - Universia Business Review - 2011 [View publication]

Book, Chapter in Scholarly Book-Revised

• Sharma, P.; Chua, J. H.; Chua, J. J. - (Forthcoming) "Succession planning" (Refereed) - 2012 - no. 3rd edition, ,
• Salvato, C.; Chirico, F.; Sharma, P. - "Understanding exit from founder???s business in family firms." (Refereed) - Emerald Group Publishing Company - 2010 - v. 12, pp. 31-85 , [View publication]

Book, Chapter in Scholarly Book-New

• Sharma, P.; Frank, H. - (Forthcoming) "Family Business Roles" (Refereed) - Edward Elgar Publishing - 2013 - pp. 215 - 276 ,
• Sharma, P.; Salvato, C. - (Forthcoming) "Family firm longevity: A balancing act between continuity and change" (Refereed) - Cambridge University Press - 2013 ,
• Sharma, P. - (Forthcoming) "Scope, Evolution and Future of Family Business Studies" - SAGE Publishers - 2013 ,
• Sharma, P.; Nordqvist, M. - (Forthcoming) "Using configuration approach to understand the reasons for and consequences of varied family involvement in business" (Refereed) - Edward Elgar Publishing - 2011 - v. II, ,
• Brundin, E.; Sharma, P. - "Emotional messiness in family firms" (Refereed) - Springer Publishers - 2011 - pp. 55-71 , [View publication]
• Sharma, P. - "Advancing the 3Rs of family business scholarship - Rigor, Relevance, Reach" (Refereed) - Emerald Group Publishing Company - 2010 - v. 12, pp. 383-400 , [View publication]
• Sharma, P.; Nordqvist, M. - "A classification scheme for family firms: From family values to effective governance to firm performance." (Refereed) - Palgrave Macmillan Publishers - 2008 - pp. 71-101 , [View publication]
• Hoy, F.; Sharma, P. - "Entrepreneurial governance in the family firm" - Family Business Publishing Co - 2008 ,
• Hoy, F.; Sharma, P. - "Navigating the family business education maze" (Refereed) - Edward Elgar Publishing - 2006 - no. Chapter 1, pp. 11-24 ,
• Sharma, P.; Chua, J. H.; Chrismann, J. J. - "Succession planning" (Refereed) - Oxford: Blackwell - 2005 - v. III, pp. 231-233 ,
• Chua, J. H.; Chrisman, J. J.; Sharma, P. - "Family and non-family priorities in family firms: Preliminary evidence." (Refereed) - University of Calgary Press - 2002 - pp. 299-320 ,

Book, Chapter in Textbook-New

• Sharma, P. - "Succession: Continuing entrepreneurship and the next generation." - Thomson South-Western - 2006 - no. 2nd edition, pp. 107-136 ,

Book, Scholarly-New

• Massis, A. d.; Sharma, P.; Chua, J. H.; Chrisman, J. J. - "Family Business Studies: Review and Annotated Bibliography. " - Edward Elgar Publishing - 2012 - pp. 299 ,
• Hoy, F.; Sharma, P. - "Entrepreneurial family firms" (Refereed) - Pearson Prentice Hall - 2010 - pp. 250 , [View publication]
• Sharma, P.; Chrisman, J. J.; Chua, J. H. - "A Review and Annotated Bibliography of Family Business Studies." - Kluwer Academic Publishers - 1996 - pp. 292 pages ,

Book Review

• Sharma, P. - "Managing for the long run: Lessons in Competitive Advantage" - Harvard Business School Press - 2005 - v. 18, no. 3, pp. 259-263 ,
• Sharma, P. - "Family Business in India " - SAGE Publishers - 2000 - v. 13, no. 4, pp. 349-351 ,
• Sharma, P. - "Successor attributes in Indian and Canadian family firms: A comparative study." (Refereed) - SAGE Publishers - 2000 - v. 13, no. 4, pp. 313-330 ,

Monograph

• Chrisman, J. J.; Chua, J. H.; Sharma, P. - "Current Trends and Future Directions in Family Business Management Studies: Toward a Theory of the Family Firm" (Refereed) - Coleman Foundation White Paper Series - 2003 [View publication]

Other

• Sharma, P.; Reuber, R. - (Forthcoming) "The anatomy of a paper" (Refereed) - 2013 - v. 26,
• Sharma, P. - "2012 - A year in Review" (Refereed) - Family Business Review - 2013 - v. 26,
• Sharma, P.; Chrisman, J. J.; Gersick, K. E. - "25 years of Family Business Review: Reflections on the past and perspectives for the future" (Refereed) - Family Business Review - 2012 - v. 25, no. 1, pp. 5-15 [View publication]