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Toward a Theoretical Basis for Understanding the Dynamics of Strategic Performance in Family Firms

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  • James J. Chrisman
  • Lloyd P. Steier
  • Jess H. Chua

Abstract

An important distinction between family and nonfamily firms and among different types of family firms is the manner in which strategy is formulated and implemented. These differences in strategic behaviors can cause variations in firm performance. Understanding the nature of these differences and how the family form of organization drives them therefore contributes to the development of a strategic management theory of the family firm, a unifying theme of the series of special issues published in Entrepreneurship Theory and Practice to date. This article briefly reflects on the progress made in understanding the strategic differences of family firms in this ongoing series and discusses the contributions of the articles and commentaries contained in this fifth special issue on theories of family enterprise.

Suggested Citation

  • James J. Chrisman & Lloyd P. Steier & Jess H. Chua, 2008. "Toward a Theoretical Basis for Understanding the Dynamics of Strategic Performance in Family Firms," Entrepreneurship Theory and Practice, , vol. 32(6), pages 935-947, November.
    • Handle: RePEc:sae:entthe:v:32:y:2008:i:6:p:935-947
    DOI: 10.1111/j.1540-6520.2008.00264.x
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    References listed on IDEAS

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    Cited by:

    1. Bargoni, Augusto & Kliestik, Tomas & Jabeen, Fauzia & Santoro, Gabriele, 2023. "Family firms’ characteristics and consumer behaviour: An enquiry into millennials’ purchase intention in the online channel," Journal of Business Research, Elsevier, vol. 156(C).
    2. Basco, Rodrigo, 2013. "The family's effect on family firm performance: A model testing the demographic and essence approaches," Journal of Family Business Strategy, Elsevier, vol. 4(1), pages 42-66.
    3. 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).
    4. Dawson, Alexandra & Mussolino, Donata, 2014. "Exploring what makes family firms different: Discrete or overlapping constructs in the literature?," Journal of Family Business Strategy, Elsevier, vol. 5(2), pages 169-183.
    5. Zellweger, Thomas M. & Eddleston, Kimberly A. & Kellermanns, Franz W., 2010. "Exploring the concept of familiness: Introducing family firm identity," Journal of Family Business Strategy, Elsevier, vol. 1(1), pages 54-63, March.
    6. Conz, Elisa & Lamb, Peter William & De Massis, Alfredo, 2020. "Practicing resilience in family firms: An investigation through phenomenography," Journal of Family Business Strategy, Elsevier, vol. 11(2).
    7. Barros, Ismael & Hernangómez, Juan & Martin-Cruz, Natalia, 2016. "A theoretical model of strategic management of family firms. A dynamic capabilities approach," Journal of Family Business Strategy, Elsevier, vol. 7(3), pages 149-159.
    8. Michael H. Morris & Jeffrey A. Allen & Donald F. Kuratko & David Brannon, 2010. "Experiencing Family Business Creation: Differences between Founders, Nonfamily Managers, and Founders of Nonfamily Firms," Entrepreneurship Theory and Practice, , vol. 34(6), pages 1057-1084, November.
    9. Webb, Justin W. & Ketchen Jr., David J. & Ireland, R. Duane, 2010. "Strategic entrepreneurship within family-controlled firms: Opportunities and challenges," Journal of Family Business Strategy, Elsevier, vol. 1(2), pages 67-77, June.
    10. Drakopoulou Dodd, Sarah & Anderson, Alistair & Jack, Sarah, 2013. "Being in time and the family owned firm," Scandinavian Journal of Management, Elsevier, vol. 29(1), pages 35-47.
    11. Kraiczy, Nils D. & Hack, Andreas & Kellermanns, Franz W., 2014. "New product portfolio performance in family firms," Journal of Business Research, Elsevier, vol. 67(6), pages 1065-1073.

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