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Ownership and management issues in first generation and multi-generation family firms

Ownership and management issues in first generation and multi-generation family firms A matched sample methodology was utilized to detect ownership and management differences between first generation and multi-generation independent unquoted family companies in the UK. Chief Executive Officers (CEOs) in first generation and multi-generation companies were generally drawn from the family owning the company. Both types of companies also had small management teams. Several statistically significant differences were detected. CEOs served longer apprenticeships in multi-generation rather than first generation companies. Multi-generation rather than first generation companies were more likely to employ managers drawn from the family owning the company. In other respects, multi-generation companies generally appeared to be better managed than first generation companies. Multi-generation companies had larger boards of directors. Moreover, a larger proportion of multi-generation rather than first generation companies employed a non-executive director. Owners of both types of family companies, but particularly the owners of first generation companies may be ‘control averse’. Many first generation companies (and some multi-generation companies) associated with a shallower managerial pool had failed to address this potential managerial and strategic weakness by selective use of ‘outside’ managerial expertise. Implications for practitioners and researchers are discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Entrepreneurship & Regional Development Taylor & Francis

Ownership and management issues in first generation and multi-generation family firms

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References (80)

Publisher
Taylor & Francis
Copyright
Copyright Taylor & Francis Group, LLC
ISSN
1464-5114
eISSN
0898-5626
DOI
10.1080/08985620110112088
Publisher site
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Abstract

A matched sample methodology was utilized to detect ownership and management differences between first generation and multi-generation independent unquoted family companies in the UK. Chief Executive Officers (CEOs) in first generation and multi-generation companies were generally drawn from the family owning the company. Both types of companies also had small management teams. Several statistically significant differences were detected. CEOs served longer apprenticeships in multi-generation rather than first generation companies. Multi-generation rather than first generation companies were more likely to employ managers drawn from the family owning the company. In other respects, multi-generation companies generally appeared to be better managed than first generation companies. Multi-generation companies had larger boards of directors. Moreover, a larger proportion of multi-generation rather than first generation companies employed a non-executive director. Owners of both types of family companies, but particularly the owners of first generation companies may be ‘control averse’. Many first generation companies (and some multi-generation companies) associated with a shallower managerial pool had failed to address this potential managerial and strategic weakness by selective use of ‘outside’ managerial expertise. Implications for practitioners and researchers are discussed.

Journal

Entrepreneurship & Regional Development – Taylor & Francis

Published: Jul 1, 2002

Keywords: Family Firms; Ownership; Management; Matched Paired Samples; Implications

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