Goals, management practices, and performance of family SMEs

By Bernice Kotey. 2005

131 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/149d74035c58e694eb49f903998f65d4d02cf95b

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In Accounting

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

Strategic entrepreneurship and small firm growth in Ghana (2014, background): “…has found that family firms were more likely to experience managerial and financial difficulties than non-family firms (Ibrahim et al., 2003; Kotey, 2005; Sharma, 2004), to encounter more problems than non-family firms (Robson and Obeng, 2008; Sirmon and Hitt, 2003), and to have lower…”
Strategic agility and international joint ventures: The willingness-ability paradox of family firms (2020, background): “However, gaining an “outside-in” perspective is particularly complex in their context, considering that families are reluctant to “open” their social system to external stakeholders and that their strategic orientation is inseparable from the owners’ personal objectives (Kotey, 2005).”
Does Size Matter? The Moderating Effects of Firm Size on the Employment of Nonfamily Managers in Privately Held Family SMEs (2016, background): “Size itself can have important implications regarding the strategic decisions and performance outcomes in family firms (Kotey, 2005; Stewart & Hitt, 2012; Vandekerkhof et al., 2014), because it is both a cause and a consequence of rising levels of aspirations and achievements.”
The impact of ownership (2007, background): “With regard to ownership structure and considering that most SMEs are family owned, it is expected that their strategic orientation, particularly with respect to internationalisation, is inseparable from the personal objectives of the owners reflecting their own personal needs, values beliefs and ph”