Management processes and strategy execution in family firms: from “what” to “how”

James J. Chrisman (), Jess H. Chua (), Alfredo Massis (), Tommaso Minola () and Silvio Vismara ()
Additional contact information
James J. Chrisman: Mississippi State University
Jess H. Chua: University of Calgary
Alfredo Massis: Lancaster University
Tommaso Minola: University of Bergamo
Silvio Vismara: University of Bergamo

Small Business Economics, 2016, vol. 47, issue 3, No 9, 719-734

Abstract: Abstract The distinctiveness of family firms’ goals, structures, resources, strategies, and performance has been studied in terms of what family firms do or are able to achieve that are different from those of nonfamily firms. This dominant approach to studying family firm behavior has contributed significantly to our understanding of such organizations. Currently, however, we know little about how family firm decisions are made and the processes by which family firms plan and execute. We develop a conceptual framework and set out an agenda for future research on how the distinctive/unique interaction between the business and the family influences the management processes by which family firms implement their strategies.

Keywords: Family firms; Family business; Process; Strategy execution; Family willingness; Family ability; D21; L21; L26 (search for similar items in EconPapers)
Date: 2016
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Citations: View citations in EconPapers (28)

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DOI: 10.1007/s11187-016-9772-3

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