Founder Centrality and Strategic Behavior in the Family-Owned Firm

Louise M. Kelly, Nicholas Athanassiou and William F. Crittenden

Entrepreneurship Theory and Practice, 2000, vol. 25, issue 2, 27-42

Abstract: This paper explores how founders influence strategic management in the family business. The authors suggest it is essential to consider the central influence of a family firm's founder on the top management group and on the firm's strategic values, goals, and behavior. They further posit that a founder can be expected to shape the family firm's interactions with the external environment. The authors explore the central role that a founder plays in a family business from a social network perspective and establish the basis for the founder centrality concept. Further, they develop a framework and propositions from which the founder's influence on strategic behavior and performance may be studied.

Date: 2000
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Persistent link: https://EconPapers.repec.org/RePEc:sae:entthe:v:25:y:2000:i:2:p:27-42

DOI: 10.1177/104225870002500202

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