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Management processes and strategy execution in family firms: from “what” to “how”

Author

Listed:
  • James J. Chrisman

    (Mississippi State University
    University of Alberta)

  • Jess H. Chua

    (University of Calgary
    Lancaster University
    Zhejiang University)

  • Alfredo Massis

    (Lancaster University
    Free University of Bozen-Bolzano)

  • Tommaso Minola

    (University of Bergamo)

  • Silvio Vismara

    (University of Bergamo
    University of Augsburg)

Abstract

The distinctiveness of family firms’ goals, structures, resources, strategies, and performance has been studied in terms of what family firms do or are able to achieve that are different from those of nonfamily firms. This dominant approach to studying family firm behavior has contributed significantly to our understanding of such organizations. Currently, however, we know little about how family firm decisions are made and the processes by which family firms plan and execute. We develop a conceptual framework and set out an agenda for future research on how the distinctive/unique interaction between the business and the family influences the management processes by which family firms implement their strategies.

Suggested Citation

  • James J. Chrisman & Jess H. Chua & Alfredo Massis & Tommaso Minola & Silvio Vismara, 2016. "Management processes and strategy execution in family firms: from “what” to “how”," Small Business Economics, Springer, vol. 47(3), pages 719-734, October.
    • Handle: RePEc:kap:sbusec:v:47:y:2016:i:3:d:10.1007_s11187-016-9772-3
    DOI: 10.1007/s11187-016-9772-3
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