This article reviews the literature on family business from a strategic management perspective. In general, this literature is dominated by descriptive articles that typically focus on family relationships. However, the literature does not usually address how these relationships affect the performance of a family business. Taking a strategic management perspective, we outline a new set of objectives for family-business research. We also identify some of the key issues and gaps that should be explored in future studies if research is to contribute to improving the management practices and performance of family firms.

Strategic Management of the Family Business: Past Research and Future Challenges

The literature applying agency theory to management has focused on the performance advantages to be gained when ownership and control of the firm are aligned. This article investigates that premise by comparing family-owned and -managed and professionally managed firms. The article presents the results of a field survey that examined the extent to which family-owned and -managed firms differ across structural, process, and performance dimensions from their professionally managed counterparts. Significant differences exist between these two groups on both structural and process dimensions, and there is evidence that family-owned and -managed firms exhibit performance advantages as a result of the unification of ownership and control.

An Empirical Examination of Ownership Structure in Family and Professionally Managed Firms

Over 600 family firms were involved in this examination of the impact of human resource management (HRM) and professional governance practices on family business success and survival. Our findings identified some of the most prevalent family firm HRM practices and found significant positive correlations among HRM practices, gross firm revenues, and CEO personal income levels. The results support prior arguments for competitive advantage in the marketplace gained through effective use of HRM practices. An interesting additional finding was that while boards of directors, strategic planning, and frequent family meetings were correlated with business longevity over multiple generations, succession planning was not. Such practices are important. for current competitive advantage and may also be crucial to the longevity of the business.

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A Neglected Factor Explaining Family Business Success: Human Resource Practices

This paper examines the extent to which conflict across generations of family firms is due to the effects of two independent variables—generation and generational shadow. The presence of a generational shadow was indicated by whether either or both of the parents continued to influence the company once the next generation assumed control. Hypotheses predicted nonlinear trends in conflict and interactions between generation and generational shadow. Using data from a national telephone survey of over 1,000 family business owners, the results of an ANOVA test confirmed that the presence of generational shadow, in particular, that of the founder, increases organizational conflict.

In the Founder's Shadow: Conflict in the Family Firm:

The present study develops a process model of succession involving steps undertaken to prepare the family business for succession. The model examined multiple spheres of influence, including indivi...

Phyllis G. Holland

Papers

Balancing the “Family” and the “Business” in family business