Examining the 'Family Effect' on Firm Performance

21 Pages Posted: 8 Dec 2006

See all articles by W. Gibb Dyer

W. Gibb Dyer

Brigham Young University - J. Willard and Alice S. Marriott School of Management

Abstract

The purpose of this article is to provide an explanation for the contradictory evidence in the literature regarding the performance of family-owned firms. The article suggests that most of the research fails to clearly describe the "family effect" on organizational performance. The "family effect", based on agency theory and the resource-based view of the firm, is described and propositions are generated that examine the relationship between families and organizational performance. Implications for theory and research are also discussed.

Suggested Citation

Dyer, W. Gibb, Examining the 'Family Effect' on Firm Performance. Family Business Review, Vol. 19, No. 4, pp. 253-273, December 2006, Available at SSRN: https://ssrn.com/abstract=950405 or http://dx.doi.org/10.1111/j.1741-6248.2006.00074.x

W. Gibb Dyer (Contact Author)

Brigham Young University - J. Willard and Alice S. Marriott School of Management ( email )

Provo, UT 84602
United States
801-422-2666 (Phone)

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