Are family firms really superior performers

By David Miller, Isabelle Le Breton-Miller, Richard H. Lester, Albert A. Cannella. 2007

1,295 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/9bac12d70badb020b9d30e8305f2f6d3862bd5c1

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Citations in the corpus

Audit committee characteristics and firm performance during the global financial crisis (2012, positive): “problems often cited in governance research (Bhagat and Bolton 2008; Black et al. 2006; Brown et al. 2011; De Andres et al. 2005; Dwivedi and Jain 2005; Miller et al. 2007; Ozkan and Ozkan 2004; Schultz et al. 2010; Welch 2003).”
How do managerial successions shape corporate financial policies in family firms (2011, background): “1 Revisiting this strand of research, Miller et al. (2007) argue that whether family firms outperform non-family firms hinges crucially on the definition of family firm and the governance variables considered.”
How does family control influence firm strategy and performance? A meta-analysis of us publicly listed firms (2015, background): “Our findings indicate that founder- and successor-led FFs may be similarly distinct, but we note that this distinction has only recently begun to be considered in empirical research (e.g., Miller et al., 2007; Villalonga & Amit, 2006).”
Family business and financial performance: Current state of knowledge and future research challenges (2011, methodology): “With regard to size, the more logical result is that family firms are smaller than non-family firms (Anderson & Reeb, 2003; Andres, 2008; Lee, 2006; Miller et al., 2007; Villalonga & Amit, 2006).”
To Merge, Sell, or Liquidate? Socioemotional Wealth, Family Control, and the Choice of Business Exit (2019, positive): “Founder firms—firms in which at least one founder still owns the business and no other family members of the founder are involved (D. Miller et al., 2007)—are more likely to engage in sales, dissolutions, and mergers than to continue operation.”
Stewardship vs. Stagnation: An Empirical Comparison of Small Family and Non‐Family Businesses* (2007, background): “Owner–owner and owner–manager conflicts too are more apt to occur among older family firms with ownership diffused across different branches of the family (Le Breton-Miller and Miller, 2006; Miller et al., 2007).”
Accessing Resources from Innovation Partners: The Search Breadth of Family SMEs (2012, background): “, Eddleston, Kellermanns, and Sarathy 2008; Miller, Le Breton-Miller, and Scholnick 2008), which increase the likelihood of family values and considerations influencing decision-making (Chua, Chrisman, and Sharma 1999; Miller et al. 2007).”
Does “Good” Corporate Governance Help in a Crisis? The Impact of Country‐ and Firm‐Level Governance Mechanisms in the European Financial Crisis (2013, background): “While there may be little difference in the performance of family versus other types of firms in the steady-state (Miller et al., 2007), family shareholders’ long investment horizons and their willingness to prop up firms in adversity (Villalonga & Amit, 2010) are likely to help in weathering a cris”
Innovativeness in family firms: a family influence perspective (2010, background): “These arguments are supported by research that has shown that founder-controlled firms perform highest, while the performance of successor generations declines (e.g., Cucculellil and Micucci 2008; Miller et al. 2007 ; P e´rez-Gonza ´lez 2006).”