Abstract
This study examines the unique family influence on social performance among family firms. Integrating a new systems theory of family influence with stewardship and stakeholder salience perspectives, we contend that some forms of family influence lead family firms to view society as a particularly salient stakeholder. Thus, when family influenced decisions are consistent with stewardship domains of family firms (continuity, community, and connection), society-related goals become increasingly important to leaders in family firms and subsequently increase the social performance of these firms. We test these relationships with a sample of 300 family firm owners and find evidence generally supporting our hypotheses. This study sheds new light on the relationship between family firms and social impact.
Published Version
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