- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
This article draws upon a new framework, proposing that family firm financial performance does not depend on single distinctive antecedents, but rather on the combination (configurations) of multiple entrepreneurial, governance- and family-related factors (innovativeness, proactiveness, risk-taking, transfer intentions and family involvement). Drawing on a sample of 149 family firms, this study employs a fuzzy-set qualitative comparative analysis (fsQCA) to investigate these configurations as antecedents of firm performance. Its findings show four common configurations which strongly relate to above-average performance. In seven qualitative follow-up interviews, the study discusses these four configurations and three additional contrarian cases that also lead to positive performance.
5. Discussion and conclusion
5.1. Configuration 1
These firms show management behavior that tends to be resistant to change and professional management: they rely on their family as a key resource, not fully trusting external non-family managers. They have unclear or unarticulated succession plans and consider themselves proactive and risk-averse. These firms (“proactive but family-based”) with mostly unsystematic innovative behavior (Table 2, Quote 1) can often be found in the hospitality industry (Hjalager, 2002). Proactivity in those firms targets stability (Table 2, Quote 2), not growth: many businesses know that from time to time it is necessary to react to market changes (De Massis, Chirico, Kotlar, & Naldi, 2014). Risk-averse behavior in these firms dominates (Table 2, Quote 3), which might be due to their later phases of business development (Legohérel, Callot, Gallopel, & Peters, 2004; Zahra, 2005). Even though these firms may have potential successors in mind, they do not show clear transfer intentions (Table 2, Quote 4).