Priorities, Resource Stocks, and Performance in Family and Nonfamily Firms

被引：120
|
作者：
Chrisman, James J. [1 ,2 ]
Chua, Jess H. [3 ]
Kellermanns, Franz [4 ]
机构：
[1] Mississippi State Univ, Ctr Family Enterprise Res, Mississippi State, MS 39762 USA
[2] Univ Alberta, Sch Business, Ctr Entrepreneurship & Family Enterprise, Edmonton, AB T6G 2M7, Canada
[3] Univ Calgary, Haskayne Sch Business, Calgary, AB T2N 1N4, Canada
[4] WHU Otto Beisheim Sch Management, Vallendar, Germany
来源：
ENTREPRENEURSHIP THEORY AND PRACTICE | 2009年 / 33卷 / 03期
关键词：
COMPETITIVE ADVANTAGE; BUSINESS; STRATEGY; AGENCY; MARKET; FAMILINESS; GOVERNANCE; IMPACT; VIEW;
D O I：
10.1111/j.1540-6520.2009.00324.x
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
This article discusses how the performance of family firms and nonfamily firms might differ as a result of the different priorities flowing from family influence, even when the two types of firms possess comparable levels of resource stocks. Using hierarchical regression to analyze data from a national study of the Small Business Development Center program, we find that family influence has both a positive and a negative moderating effect on the relationships between different categories of resource stocks and performance. Specifically, family firms benefit more from resource stocks based on external relationships while nonfamily firms benefit more from resource stocks based on functional skills.
引用
收藏
页码：739 / 760
页数：22
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