Family Firm Culture and Performance: Specific Empirical Evidence
The purpose of this study is to connect culture and performance in family firms. Survey data measuring cultural attributes and performance were collected from 149 family-firm members in Ukraine and the U.S. Two countries of very different culture and stage of national development are included to insure the cross-cultural validity of findings. Correlation results showed significant support for the proposition that specific cultural attributes positively affect firm performance. Six out of seven cultural attributes can be shown to correlate with one or more performance measures. This research is original in finding an empirical relationship between specific cultural attributes and firm performance.
Volume (Year): 3 (2013)
Issue (Month): 1 (January)
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- Kimberly A. Eddleston & Franz Willi Kellermanns & Ravi Sarathy, 2008. "Resource Configuration in Family Firms: Linking Resources, Strategic Planning and Technological Opportunities to Performance," Journal of Management Studies, Wiley Blackwell, vol. 45(1), pages 26-50, 01.
- Eddleston, Kimberly A. & Kellermanns, Franz W., 2007. "Destructive and productive family relationships: A stewardship theory perspective," Journal of Business Venturing, Elsevier, vol. 22(4), pages 545-565, July.
- George Halkos & Nickolaos Tzeremes, 2008. "Does the Home Country's National Culture Affect MNCs' Performance? Empirical Evidence of the World's Top 100 East-West Non-financial MNCs," Global Economic Review, Taylor & Francis Journals, vol. 37(4), pages 405-427.
- Whyte, Martin King, 1996. "The Chinese Family and Economic Development: Obstacle or Engine?," Economic Development and Cultural Change, University of Chicago Press, vol. 45(1), pages 1-30, October.
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