Family ownership and firm performance: Influence of family management, family control, and firm size

310 citations recorded by the source corpus.

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

Ownership of Corporations (2016, background): “…is a positive effect on ROA in both emerging and advanced economies (e.g., Anderson & Reeb, 2003; Banalieva & Eddleston, 2011; Cai et al., 2012; Chu, 2011), revenue growth (Villalonga & Amit, 2006), and Tobin’s Q (e.g., Claessens, Djankov, Fan, & Lang, 2002; Tsao & Chen, 2012), while it…”
Are family ownership and control in large firms good, bad, or irrelevant? (2011, background): “Through social relationships with managers and employees, family CEOs may help to obtain intangible resources such as goal congruence, trust, and social interactions, providing valuable, unique, and hard-to-imitate competitive advantages (Chu, 2011; Liu et al., 2011; Luo & Chung, 2005).”
Family Involvement and Agency Cost Control Mechanisms in Family Small and Medium‐Sized Enterprises (2015, methodology): “We used seven items (a family member as the CEO, as the Managing Director, as a Divisional Director, as the CFO, as the Production Director, as the Sales Director and as the Supply Director; Chu 2009; Villalonga and Amit 2006): presence was coded as 1, whereas absence was coded as 0 (Cronbach’s α = ”