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 7: Using the configuration approach to understand the reasons for and consequences of varied family involvement in business

Pramodita Sharma and Mattias Nordqvist

Subjects: business and management, family business, strategic management


Family firms are distinguished from other organizational forms due to the significant family influence that enables pursuit of the family’s vision for the business (Chua et al., 1999). However, due to an awareness of the staggering numbers and large variety in the organizational form referred to as ‘family firms’, researchers grapple with the fundamental question of the aspects of family involvement that helps differentiate these firms from other organizational forms, and sort out the heterogeneity within family firms (Pearson et al., 2008; Sharma and Nordqvist, 2008; Westhead and Cowling, 1998). Towards this end, two primary approaches are used in the literature which Chua et al. (1999) label as the ‘components of family involvement’ and ‘essence’ approaches. The first, more dominant approach captures the extent and mode of family involvement in management, ownership, governance and succession (Gersick et al., 1997; Klein et al., 2005; Westhead and Cowling, 1998); while the latter focuses on the behavioural consequences of family involvement in business (Chua et al., 1999; Klein et al., 2005). The components approach is descriptive in its orientation as it addresses the ‘what’ and the ‘when’ questions; that is, what is the extent and mode of family involvement in management and ownership of a firm – at a particular time, and the expected or intended involvement over the longer term (Litz, 1995)?

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