Table of Contents

Handbook of Research on Family Business, Second Edition

Handbook of Research on Family Business, Second Edition

Elgar original reference

Edited by Kosmas X. Smyrnios, Panikkos Z. Poutziouris and Sanjay Goel

During the previous decade, the multi-disciplinary field of family business has advanced significantly in terms of advances in theory, development of sophisticated empirical instruments, systematic measurement of family business activity, use of alternative research methodologies and deployment of robust tools of analysis. This second edition of the Handbook of Research on Family Business presents important research and conceptual developments across a broad range of topics. The contributors – notable researchers in the field – explore the frontiers of knowledge in family business entrepreneurship and stimulate critical thinking, enriching the repository of theoretical frameworks and methodologies.

Chapter 2: Filling the institutional void: the social behavior and performance of family versus non-family technology firms in emerging markets

Danny Miller, Jangwoo Lee, Sooduck Chang and Isabelle Le Breton-Miller

Subjects: business and management, family business, strategic management


This chapter first argues that family businesses (FBs) are more apt than non-FBs to form close relationships with employees and external stakeholders that enable them to outperform in the most turbulent sectors of emerging markets. It suggests that such ties may be especially useful in such economies because they fill what Khanna and Palepu (1997) have termed an ‘institutional void’ in capital, product and labor markets. The chapter then develops hypotheses about the relative prevalence and performance implications of these relationships in family versus non-family firms, and tests them on a sample of Korean high-technology firms. It concludes with a discussion of results. Family firms account for about half of the US gross national product, employ over half of the workforce, and create more than 85 percent of all new jobs (Shanker and Astrachan, 1996). Although many are small, they make up about one-third of Fortune 500 companies (Anderson and Reeb, 2003). Their presence in Asia is greater still, accounting for over 60 percent of the mid-cap public firms in Hong Kong, Singapore and South Korea (LaPorta et al., 1999). Yet family firms remain negatively portrayed and poorly understood (Miller and Le Breton-Miller, 2005).

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