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A set-theoretic analysis of the components of family involvement in publicly listed and major unlisted firms

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  • Garcia-Castro, Roberto
  • Casasola, Mª José
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    Abstract

    Family firms can be thought of as heterogeneous configurations where ownership, governance, management and succession components are often intertwined. Previous works have typically used definitions of family firm based on one or more of these components. In this empirical work we seek to clarify the relationships among the components of family involvement in family firms by using a set-theoretic methodology (fs/QCA). Applying this methodology to a sample of 6611 publicly listed and major unlisted companies from 46 countries, we identified the most frequent configurations of family firms based on the components of family involvement. We present the most frequent configurations and discuss implications for empirical research and theory building on family firms.

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    Bibliographic Info

    Article provided by Elsevier in its journal Journal of Family Business Strategy.

    Volume (Year): 2 (2011)
    Issue (Month): 1 (March)
    Pages: 15-25

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    Handle: RePEc:eee:fambus:v:2:y:2011:i:1:p:15-25

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    Related research

    Keywords: Family firms Set-theoretic analysis Family involvement Governance;

    References

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    1. Malika Hamadi, 2010. "Ownership Concentration, Family Control and Performance of Firms," LSF Research Working Paper Series 10-03, Luxembourg School of Finance, University of Luxembourg.
    2. Smith, Brian F. & Amoako-Adu, Ben, 1999. "Management succession and financial performance of family controlled firms," Journal of Corporate Finance, Elsevier, vol. 5(4), pages 341-368, December.
    3. Zellweger, Thomas M. & Eddleston, Kimberly A. & Kellermanns, Franz W., 2010. "Exploring the concept of familiness: Introducing family firm identity," Journal of Family Business Strategy, Elsevier, vol. 1(1), pages 54-63, March.
    4. Ragin, Charles C., 2000. "Fuzzy-Set Social Science," University of Chicago Press Economics Books, University of Chicago Press, edition 1, number 9780226702766.
    5. Miller, Danny & Le Breton-Miller, Isabelle & Lester, Richard H. & Cannella Jr., Albert A., 2007. "Are family firms really superior performers?," Journal of Corporate Finance, Elsevier, vol. 13(5), pages 829-858, December.
    6. Kalle Pajunen, 2008. "Institutions and inflows of foreign direct investment: a fuzzy-set analysis," Journal of International Business Studies, Palgrave Macmillan, vol. 39(4), pages 652-669, June.
    7. Villalonga, Belen & Amit, Raphael, 2006. "How do family ownership, control and management affect firm value?," Journal of Financial Economics, Elsevier, vol. 80(2), pages 385-417, May.
    8. Jaskiewicz, P. & González, V.M. & Menéndez, S. & Schiereck, D., 2005. "Long-run IPO Performance Analysis of German and Spanish Family-Owned Business," Publications of Darmstadt Technical University, Institute for Business Studies (BWL) 35079, Darmstadt Technical University, Department of Business Administration, Economics and Law, Institute for Business Studies (BWL).
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    Cited by:
    1. Hiebl, Martin R.W., 2013. "Bean counter or strategist? Differences in the role of the CFO in family and non-family businesses," Journal of Family Business Strategy, Elsevier, vol. 4(2), pages 147-161.
    2. Basco, Rodrigo & Pérez Rodríguez, María José, 2011. "Ideal types of family business management: Horizontal fit between family and business decisions and the relationship with family business performance," Journal of Family Business Strategy, Elsevier, vol. 2(3), pages 151-165.
    3. Stoilkovska, Aleksandra & Milenkovska , Violeta & Serafimovic , Gordana, 2013. "The Influence Of Family Relations On Decision Making In Family Businesses," UTMS Journal of Economics, University of Tourism and Management, Skopje, Macedonia, vol. 4(1), pages 17-26.

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