Differences in the crisis readiness of family and non-family businesses – does a supervisory board matter?

Pedram Faghfouri

Chapter 6 in The Role of Governance Structure in the Context of Crisis Management, 2013, pp 105-128 from Springer

Abstract: Abstract Previous research suggests that, ceteris paribus, organizations that are ready to cope with crisis should be better able to manage it than unprepared organiza-tions. This study investigates the differences in crisis readiness between family and non-family businesses both with and without supervisory boards. Applying MAN(C)OVA to a sample of 218 German companies, I find that family busi-nesses show a lower degree of crisis readiness than non-family businesses. At the same time, my results suggest that supervisory boards lead to higher degrees of crisis readiness. Interestingly, the positive influence of supervisory boards seems to occur only in family businesses

Keywords: Governance Structure; Family Business; Agency Cost; Crisis Management; Supervisory Board (search for similar items in EconPapers)
Date: 2013
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-658-00596-2_6

Ordering information: This item can be ordered from
http://www.springer.com/9783658005962

DOI: 10.1007/978-3-658-00596-2_6

Access Statistics for this chapter

More chapters in Springer Books from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().