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The Dependence of Family Businesses on a Single Decision‐Maker

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  • Tammi S. Feltham
  • Glenn Feltham
  • James J. Barnett

Abstract

Anecdotal evidence suggests that family businesses are very dependent on a single individual (the owner‐manager). However, the degree of dependence previously has not been studied formally. Further, an explanation for why some family businesses are highly dependent on the owner‐manager and others are not has not been explored. Utilizing a national survey of Canadian family‐owned businesses, this paper therefore addresses two central issues: (1) the degree of dependence of family‐owned businesses on a single individual; and (2) the factors associated with this reliance.Self‐report responses from family business owners provided evidence of a high level of dependence on the owner‐manager. In 75 percent of all family businesses, respondents believed that the company was either dependent or very dependent on them. The response to this subjective question is consistent with responses to our three more objective measures. First, 65 percent of owner‐managers responded that they made all the major decisions in at least three of five functional business areas. Second, these businesses had few key managers—in 57 percent of all businesses, there were only two or fewer key managers in addition to the owner. Third, in 62 percent of all family businesses, neither had a successor been chosen nor had a process been put in place for choosing a successor. These results strongly suggest that family businesses are highly dependent on a single individual.Six factors had significant power in explaining the degree of dependence. Two factors related to the owner‐manager—dependence decreased in the age of the owner‐manager and in proximity of the owner‐manager to retirement. Four factors related to the family business: dependence decreased in the value of the firm, the number of shareholders, and the age of the business and was greater where the owner‐manager's family had voting control. Surprisingly, neither the existence of a board of directors with outside membership nor an advisory board with outside membership helped explain the level of dependence.

Suggested Citation

  • Tammi S. Feltham & Glenn Feltham & James J. Barnett, 2005. "The Dependence of Family Businesses on a Single Decision‐Maker," Journal of Small Business Management, Taylor & Francis Journals, vol. 43(1), pages 1-15, January.
    • Handle: RePEc:taf:ujbmxx:v:43:y:2005:i:1:p:1-15
    DOI: 10.1111/j.1540-627X.2004.00122.x
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    Cited by:

    1. Ilias Makris & Sotiris Apostolopoulos & Vasileios Giannopoulos & Panos Dimitrakopoulos & Panagiotis Charalampakis, 2025. "The Impact of Formal and Informal Institutional Elements on Land Mobility Within Rural Greece," Sustainability, MDPI, vol. 17(10), pages 1-25, May.
    2. Pongelli, Claudia & Majocchi, Antonio & Bauweraerts, Jonathan & Sciascia, Salvatore & Caroli, Matteo & Verbeke, Alain, 2023. "The impact of board of directors’ characteristics on the internationalization of family SMEs," Journal of World Business, Elsevier, vol. 58(2).
    3. Magali Canovi & Chiara Succi & Rania Labaki & Andrea Calabrò, 2023. "Motivating Next-generation Family Business Members to Act Entrepreneurially: a Role Identity Perspective," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 14(3), pages 2187-2214, September.

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