Family and Lone Founder Ownership and Strategic Behaviour: Social Context, Identity, and Institutional Logics

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Capital structure decisions in family firms: empirical evidence from a bank-based economy (2011, neutral): “…and Reeb 2003b or Gomez-Mejia et al. 2010), dividend policy (e.g. Gugler 2003 or da Silva et al. 2004) or strategic behavior in general (e.g. Miller et al. 2011).3 However, hitherto existing research on the question whether family firms use more or less debt than non-family firms is limited…”
Strategy and commitments to institutional logics: Organizational heterogeneity in business models and governance (2016, background): “For-profit firms with significant family shareholdings, for example, must reconcile strategic decisions based on principles of shareholder value maximization with goals related to alternative conceptualizations of value, such as socioemotional wealth (Berrone et al., 2010; Miller et al., 2011).”
Planning for Growth: Life Stage Differences in Family Firms (2013, positive): “These findings support research that highlights the central role of the founding generation (Eddleston et al., 2008; Kelly et al., 2000; Miller et al., 2011) and the founder’s responsibility to establish strategic planning and succession planning in the firm to promote growth.”