Read e-book online A Strategic Fit Perspective on Family Firm Performance PDF

By Corinna M. Lindow

ISBN-10: 3834933562

ISBN-13: 9783834933560

ISBN-10: 3834971677

ISBN-13: 9783834971678

Corinna M. Lindow substantiates, develops, and exams a strategic healthy standpoint on family members enterprise functionality so one can give a contribution to explaining prior inconclusive findings. specifically, she goals at investigating even if strategic healthy determines kin company functionality and what function family members impression performs. according to a pattern of German kinfolk enterprises, the writer shows that, opposed to expectancies, kin enterprises’ functionality isn't pushed by means of strategic healthy yet throughout the potent use of family-specific components comparable to family members company governance and kinfolk tradition. extra, the implications recommend that kin effect has vital implications for process, organizational constitution, and the fulfillment of strategic fit.

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Kahn/Henderson (1992): p. 271; Mishra/McConaughy (1999): p. 62. , Kets de Vries (1996): p. 16. 147 Lumpkin/Brigham/Moss (2010): p. 241. 148 See James (1999): p. 51. 3 Characteristics of Family Firms 23 the relationship with employees, customers and other stakeholders,149 but also has an impact on such important strategic decisions as investments150 or structuring decisions such as the authority of control151. This being so, it seems that family influences strategic and structuring decisions indirectly by having a longer oriented time horizon.

See Klein/Astrachan/Smyrnios (2005b): p. 322. See Chrisman et al. (2009): p. 747. 71 It therefore becomes possible to assess the entire continuum of family firms. 72 Klein et al. 73 Overall, definitional confusion concerning the term “family firm” exists, evidenced by two distinct definitional approaches and the breath of definitions found in the literature. A trend is apparent, however. While in the past research largely employed narrow, single-dimensional, and dichotomous definitions, recent research developed towards broad, multi-dimensional, and continuous definitions.

Note that even though these characteristics are true for family firms, these firms are heterogeneous in how extreme the characteristics are. 129 22 2 Family Firms as Research Objects criteria. 136 For example, important non-financial goals (so-called emotional or socioemotional goals)137 in family firms include family harmony,138 family employment opportunities,139 corporate independence and privacy,140 cross-generational sustainability and management succession141. 145 This being so, it seems that strategic and structuring decisions are made in order to achieve these combined financial and non-financial goals.

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A Strategic Fit Perspective on Family Firm Performance by Corinna M. Lindow


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