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Owner orientations and strategies and their impact on family business

Author

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  • Petra Moog
  • Desiree Mirabella
  • Susanne Schlepphorst

Abstract

Family firms seem to be different from non-family firms. They might be less entrepreneurial and more family-oriented or have an own family-specific strategy. The question in this context is why we can observe this phenomenon. In this explorative study, we explain that the individual orientation of previous, current and future owners of a family business might be the key to those differences. To find evidence for this assumption, we researched six family businesses and all family members involved. The 16 interviews show that the owners as individuals and their orientations drive the differentiated strategy and orientation of family businesses.

Suggested Citation

  • Petra Moog & Desiree Mirabella & Susanne Schlepphorst, 2011. "Owner orientations and strategies and their impact on family business," International Journal of Entrepreneurship and Innovation Management, Inderscience Enterprises Ltd, vol. 13(1), pages 95-112.
    • Handle: RePEc:ids:ijeima:v:13:y:2011:i:1:p:95-112
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    Citations

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    Cited by:

    1. Hiebl, Martin R.W., 2013. "Bean counter or strategist? Differences in the role of the CFO in family and non-family businesses," Journal of Family Business Strategy, Elsevier, vol. 4(2), pages 147-161.
    2. Bövers, Jana & Hoon, Christina, 2021. "Surviving disruptive change: The role of history in aligning strategy and identity in family businesses," Journal of Family Business Strategy, Elsevier, vol. 12(4).
    3. Goel, Sanjay & Mazzola, Pietro & Phan, Phillip H. & Pieper, Torsten M. & Zachary, Ramona K., 2012. "Strategy, ownership, governance, and socio-psychological perspectives on family businesses from around the world," Journal of Family Business Strategy, Elsevier, vol. 3(2), pages 54-65.

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