Family business performance: The effects of gender and management

Danes, Sharon M.; Stafford, Kathryn; Loy, Johnben Teik Cheok

doi:10.1016/j.jbusres.2006.12.013

Cited by 130 publications

(110 citation statements)

References 31 publications

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“…This is consistent with the literature regarding female leadership styles (Bird and Brush, 2002;Hackman et al, 1992;Mandell and Pherwani, 2003;Melero, 2011;Wicker et al, 2012). Thus, female directors prioritize stable employment and their responsibility for their employees (Danes et al, 2007), as well as long-term relationships with clients (Krishnan and Park, 2005;Schaap et al, 2008). For these reasons, previous research suggested that, in transformational leadership, in contrast to transactional leadership focused on the conventional way of managing a company, female capabilities are more important and women are better adapted to understand the changes that take place in the market (Carless, 1998;Eagly and Sczesny, 2009;Konrad et al, 2000;Schein, 2007;Schaap et al, 2008).…”

Section: Female and Male Leadership Stylessupporting

confidence: 90%

“…Krishnan and Park (2005) argued that women increase power sharing with employees and, thus, could increase overall performance. These practices were critical to obtain a significant effect on gross revenue according to Danes et al (2007). Thus, Krishnan and Park (2005) and Aterido and Hallward-Dreimaier (2011) asserted that the female management style could…”

Section: Strategic Management and Gendermentioning

confidence: 99%

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Strategic management decisions in power positions to achieve business excellence in small service businesses: does gender matter?

Alonso‐Almeida¹,

Bremser²

2014

Eur. Account. Manag. Rev.

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The paper presents the results of a 2009 survey of 136 Spanish small service businesses.Male and female owners of travel agencies were interviewed to indicate their crisis readiness and measures taken to confront the crisis. Gender based differences in strategic decision-making were detected. Whereas men and women were equally successful to overcome the crisis, their strategies differed. Women were on average significantly younger, employed measures focusing on price, kept social measures intact and employed to a lesser extent drastic measures to reduce costs (layoffs, dismissals). Men used drastic measures most. The differences in strategic choice can be attributed to a gender specific leadership style.

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Section: Female and Male Leadership Stylessupporting

confidence: 90%

Section: Strategic Management and Gendermentioning

confidence: 99%

Strategic management decisions in power positions to achieve business excellence in small service businesses: does gender matter?

Alonso‐Almeida¹,

Bremser²

2014

Eur. Account. Manag. Rev.

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“…Previous literature showed that owner's gender makes a difference to the success of their business [13,14]. Female owners were less successful compared to male owners when facing natural disasters [15,16].…”

Section: Owner Demographicsmentioning

confidence: 99%

The Long-Term Impact of Disaster Loans: The Case of Small Businesses after Hurricane Katrina

Hiramatsu

Marshall

2018

Sustainability

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Abstract:The US government provided $2.6 billion of small business administration (SBA) disaster loans to individuals and businesses in Mississippi after Hurricane Katrina in 2005. However, existing literature has not fully explored the firm-level effects of post-disaster loan aid, specifically, the effect on small businesses. The objective of this article is to examine whether SBA disaster loans played a significant role in the performance of small businesses after Hurricane Katrina. Data from a sample of 287 small businesses in Mississippi that were operating before Hurricane Katrina and still operating in 2013 were used in the analysis. Two hypotheses were tested: (1) small business owners that received SBA disaster loans have higher revenue change compared to before Katrina than those who did not receive the loan; (2) small business owners that received SBA disaster loans perceived their businesses to have higher revenue than before Katrina. Receiving a SBA disaster loan played a positive and statistically significant role in determining the actual revenue change and owners' perception of revenue.

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“…The presence of corporate responsiveness to family needs as well as corporate recognition of professional contributions could make the family business an especially congenial work environment for women (Hollander 6 and Bukowitz, 1990). Family intensity, the number of family investors and family members employed are important for women entrepreneurs (Gundry and Welsch, 1994), as well as personnel management (Danes, Stafford and Teik-Cheok Loy, 2007) and the "gender type" of the business (Wicker and Burley, 1991). Advantages of entering a career in the family business could include avoidance of the glass ceiling phenomena that might exist in other businesses (Cole, 1997), as well as higher incomes and more flexibility in terms of work schedules (Salganicoff, 1990).…”

Section: (C) Business Women Active In the Firmmentioning

confidence: 99%

Family business women in media discourse: the business role and the mother role

Bjursell

Bäckvall

2011

Journal of Family Business Management

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PurposeWritings in the media have the potential to influence our standpoint and, thereby, our actions. In this paper, the authors analyze how women in family business are represented in media to understand the frames set by this discourse in terms of women owning and leading family businesses. The aim of the paper is to explore how the counterposed roles of business person and mother are presented in media and what implications this might have for role enactment.Design/methodology/approachThe paper opted for an exploratory study of 308 articles about women in family business over a 15‐year period. In the interpretative, qualitative analysis of media texts, the discursive construction of the mother role and the business role are explored.FindingsThe paper provides empirical insights into how the mother role is taken for granted while the business role is approached as problematic in portrayals of women in family business. The authors discuss whether the media discourse reinforces traditional roles or stimulates role innovation.Practical implicationsUnderstanding role as something separate from the individual provides a means to critically review expectations of women in business and how these expectations hinder business activities.Originality/valueThe study examines data over a 15‐year period in the Swedish media setting and describes changes in attitudes about women's roles in family business. Regarding the family business as an arena for performative acts provides a perspective that can highlight the intertwinement of the private and professional arenas in family business.

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Family business performance: The effects of gender and management

Cited by 130 publications

References 31 publications

Strategic management decisions in power positions to achieve business excellence in small service businesses: does gender matter?

Strategic management decisions in power positions to achieve business excellence in small service businesses: does gender matter?

The Long-Term Impact of Disaster Loans: The Case of Small Businesses after Hurricane Katrina

Family business women in media discourse: the business role and the mother role

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