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Strategic Persistence in Family Business

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  • Hanqing “Chevy†Fang
  • James J. Chrisman
  • Daniel T. Holt

Abstract

Using a behavioral theory framework, we argue that family firms are more persistent (less likely to engage in the strategic renewal form of corporate entrepreneurship) in their strategic behaviors over time than nonfamily firms owing to their goals of maintaining family tradition and parsimony. We also argue that family firms controlled by founders or having a family member as Chairman or CEO are more likely to be persistent in their strategies than family firms with different governance structures. Panel regression based on a sample of 8,748 firm-year observations of S&P 1500 manufacturing firms from 1996 to 2013 support our hypotheses.

Suggested Citation

  • Hanqing “Chevy†Fang & James J. Chrisman & Daniel T. Holt, 2021. "Strategic Persistence in Family Business," Entrepreneurship Theory and Practice, , vol. 45(4), pages 931-950, July.
    • Handle: RePEc:sae:entthe:v:45:y:2021:i:4:p:931-950
    DOI: 10.1177/10422587211001806
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    4. Stephen J. Smulowitz & Didier Cossin & Alfredo De Massis & Hongze (Abraham) Lu, 2023. "Wrongdoing in Publicly Listed Family- and Nonfamily-Owned Firms: A Behavioral Perspective," Entrepreneurship Theory and Practice, , vol. 47(4), pages 1233-1264, July.
    5. Balaussa Azubayeva, 2021. "The Impact of Cultural Capital on Development of Entrepreneurship in Wales," Administrative Sciences, MDPI, vol. 11(4), pages 1-24, December.
    6. Czakon, Wojciech & Hajdas, Monika & Radomska, Joanna, 2023. "Playing the wild cards: Antecedents of family firm resilience," Journal of Family Business Strategy, Elsevier, vol. 14(1).

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