Family entrepreneurship around the world

In many countries of the world, families participate in most activities of emerging and mature companies. For example, established business owners may co-own and/or co-manage their businesses with family members. The purpose of this study is to model entrepreneurial formation, innovation and growth, and the exit and continuity of businesses where family members participate in ownership, management, and labor. Based on a sample of over 28,000 businesses across 49 countries, I conclude the following. First, young family businesses tend to be sole proprietorships, domestically-oriented, focused on niche activities, and small. Second, international family businesses may be less innovative in products and markets than international non-family businesses. However, both types of businesses show a similar propensity to adopt new technologies. Third, a sequential model for business decisions shows that family involvement may accelerate future business creation and early start-up stages. However, family participation in ownership and labor may decrease the chances of transitioning from a nascent to a young business. Fourth, internationalization, future business prospects, and family involvement may make business operations more likely to continue after exiting.