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Examining the "Family Effect" on Firm Performance
W. Gibb Dyer, Jr
Marriott School of Management, Brigham Young University, Provo, UT 84602, W_Dyer{at}byu.edu
The purpose of this article is to provide an explanation for the contradictory evidence in the literature regarding the performance of family-owned firms. The article suggests that most of the research fails to clearly describe the "family effect" on organizational performance. The "family effect," based on agency theory and the resource-based view of the firm, is described and propositions are generated that examine the relationship between families and organizational performance. Implications for theory and research are also discussed.
Family Business Review, Vol. 19, No. 4,
253-273 (2006)
DOI: 10.1111/j.1741-6248.2006.00074.x
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