Top management teams and performance in non-listed family firms

Abstract Supporting on recent theoretical approaches to the concept of familiness based on the notion of social capital, this study analyzes the composition of top management teams in non-listed family firms and its effect on the performance of these firms. An empirical analysis comprising 929 Spani...

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Bibliographic Details
Published inJournal of management & organization Vol. 19; no. 4; pp. 405 - 423
Main Authors Cabrera-Suárez, M Katiuska, Martín-Santana, Josefa D
Format Journal Article
LanguageEnglish
Published Lyndfield Australian and New Zealand Academy of Management (ANZAM) 01.07.2013
Subjects
Behavior
Boards of directors
Decision making
Executives
Family owned businesses
Hypotheses
Management
Social capital
Studies
Teams
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Summary:Abstract Supporting on recent theoretical approaches to the concept of familiness based on the notion of social capital, this study analyzes the composition of top management teams in non-listed family firms and its effect on the performance of these firms. An empirical analysis comprising 929 Spanish private family firms highlights the positive and significant influence of the inclusion of non-family managers, the family nature of top executives, as well as the presence of the founder. The study includes no significant results regarding homogeneity within family managers, or the interaction between a top family executive and the proportion of non-family managers.
ISSN:1833-3672
1839-3527
DOI:10.1017/jmo.2013.15