The family and the business

Birley, Sue; Ng, Dennis Wai Nam; Godfrey, Andrew

doi:10.1016/s0024-6301(99)00076-x

Cited by 112 publications

(79 citation statements)

References 8 publications

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“…While these operating measures capture how fast a firm grows, ROA and ROE are better at gauging the profitability of a firm. There is evidence that family firms may focus on family objectives (Birley et al, 1999) and are reluctant to grow (Upton et al, 2001). = Natural logarithm of the number of board members Family power = 1 if both the Chair of the Board and the CEO belong to the controlling family and the CEO is a board member, and 0 otherwise…”

Section: (Ii) Variable Definitions and Methodologymentioning

confidence: 99%

Governance Structure and Firm Performance in Private Family Firms

Che

Langli²

2015

Business Fin & Account

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Abstract:Although a large proportion of firms are family owned and most family firms are private, our understanding of private family firms is limited. Using confidential information on family relationships between board members, CEOs, and shareholders, this is the first study to provide large-scale evidence on the association between governance structure and firm performance in family-controlled private firms. Our sample is unique as it covers almost all private limited liability firms in Norway, spans 11 years, traces firm ownership to ultimate owners, and identifies family relationship using data on kinship, marriage, and adoption. The results show a U-shaped relationship between family ownership and firm performance. Higher ownership of the second largest owner, higher percentage of family members on the board, stronger family power, and smaller boards are associated with higher firm performance. In addition, the positive association between the ownership of the second largest owner and firm performance also occurs when the second largest owner is a member of the controlling family, but the association is stronger when the second largest owner is a non-family member. We further test the relative importance of these test variables and find that ownership structure is more associated with firm performance than board structure.

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Section: (Ii) Variable Definitions and Methodologymentioning

confidence: 99%

Governance Structure and Firm Performance in Private Family Firms

Che

Langli²

2015

Business Fin & Account

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“…Yan and Sorenson [59] investigated the effect Confucian values on family business succession and stressed the importance of examining values across cultures to identify underlying intent or principles in a certain culture. Similarly, the work of Birley and colleagues [57,58] indicates that culture affects an owner's attitude towards involving the family in the business. Given this, we believe that the cultural context also plays an important role in deciding what type of succession to engage in.…”

Section: Contextual Factors Influencing Evaluations Of Succession Tramentioning

confidence: 99%

Incumbent Decisions about Succession Transitions in Family Firms: A Conceptual Model

Boyd

Botero

Fediuk³

2014

IJFS

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Abstract:In the family business literature, succession research has focused on the family member as they enter the leadership role or on the different issues that affect the succession process. Although researchers have acknowledged that succession in family businesses is "punctuated" by decision making events, less attention has been given to understanding how incumbents make decisions about ownership and management transitions. In an effort to continue to understand the succession process it is important to understand how incumbents make decisions about the type of transitions they intend to engage in (i.e., intra-family succession, out of family succession, or no succession). Building on the theory of planned behavior and the socioemotional wealth framework (SEW), this manuscript presents a conceptual framework to understand the factors that influence succession transitions and the role that contextual factors can play in this decision-making process. We present theory driven propositions and discuss the implications for understanding and evaluation of the succession process.

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“…Zu (b): Sue Birley und ihre Kollegen (Birley et al 1999;Birley 2001) haben in ihren Studien zu Einstellungen in Unternehmerfamilien gegenüber dem Unternehmen drei markante, oben bereits kurz angedeutete Muster identifiziert: Die Gruppe "Family-Rules" unterstützt eine frühe Einbindung der Kinder in das Unternehmen, erkennt die Verantwortung der Familie gegenüber dem Unternehmen an und befürwortet lange Amtszeiten von Familienmitgliedern in zentralen Unternehmensfunktionen. Im Gegensatz dazu versucht die Gruppe "Family-Out", die beiden Sphären von Familie und Unternehmen getrennt zu halten.…”

Section: Kulturunclassified

Unternehmerfamilien: Über den Einfluss des Unternehmens auf Lebenslauf, Generationenbeziehungen und soziale Identität

Stamm¹

2013

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Bibliografische Information der Deutschen Nationalbibliothek Die Deutsche Nationalbibliothek verzeichnet diese Publikation in der Deutschen Nationalbibliografie; detaillierte bibliografische Daten sind im Internet über http://dnb.d-nb.de abrufbar.© Dieses Werk ist im Verlag Barbara Budrich erschienen und steht unter folgender Creative Commons Lizenz: http://creativecommons.org/licenses/by-nc-nd/3.0/de/ Verbreitung, Speicherung und Vervielfältigung erlaubt, kommerzielle Nutzung und Veränderung nur mit Genehmigung des Verlags Barbara Budrich.Dieses Buch steht im OpenAccess Bereich der Verlagsseite zum kostenlosen Download bereit (http://dx.doi.org/10.3224/84740050) Eine kostenpflichtige Druckversion (Printing on Demand) kann über den Verlag bezogen werden. Die Seitenzahlen in der Druck-und Onlineversion sind identisch.

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The family and the business

Cited by 112 publications

References 8 publications

Governance Structure and Firm Performance in Private Family Firms

Governance Structure and Firm Performance in Private Family Firms

Incumbent Decisions about Succession Transitions in Family Firms: A Conceptual Model

Unternehmerfamilien: Über den Einfluss des Unternehmens auf Lebenslauf, Generationenbeziehungen und soziale Identität

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