Titlebook: How Family Firms Differ; Structure, Strategy, Sumon Kumar Bhaumik,Ralitza Dimova Book 2015 Palgrave Macmillan, a division of Macmillan Publ

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Family Firms,United Kingdom in 2010 were family businesses. The concentration of family businesses is high across sectors, ranging from 36.5 per cent in health and social work to 89.1 per cent in agriculture and other primary sector activities (Figure 1.1). Four sectors account for over two-thirds of the family

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Strategic Implications of Familiness,hich is implicit in the discussion in Chapter 2 — is that it is erroneous to think about agency problems within family firms and familiness as two distinct prisms through which we can examine family firms and their strategic behaviour. Indeed, agency problem within family firms is — at least in part

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Family Involvement and Firm Performance, firm, it is hardly surprising that one of the most prolific areas of research on family businesses is the impact of family ownership and control on various measures of financial firm performance. For instance, O’Boyle et al. (2012) and Machek et al. (undated) have each identified 78 articles that c

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Familiness in Future Research,unterparts. A perusal of the literature suggests that the role of familiness is recognised in analyses of family firms, albeit much more in the management literature than in the economics and finance literature. However, the literature requires extension in three different directions — with familine

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