Risk management in small family firms: insights into a paradox

Abstract

PurposeThe purpose of this study is to provide insights into the risk management practices of small family firms (SFFs).Design/methodology/approachThis paper is based on a multi-site case study approach among ten SFFs (that employ between 10 and less than 50 employees according to the European Commission's recommendation 2003/361/EC) and draws on the concept of social capital.FindingsThe study demonstrates that the vast majority of sample SFFs lacks a formal risk management system and does not prepare for crises and emergencies. However, they are aware of most of their specific risks and draw on a number of risk-mitigation measures to address them. Social capital emerges as common thread and overarching principle in these risk-reduction initiatives, as the SFFs rely on long-standing, trusting and fair relationships with key stakeholders to cushion their businesses from adverse impacts. This prevalence of informal risk management mechanisms may partially explain the paradox as to why formal risk management tools are rarely applied in SFFs.Practical implicationsAs the study findings suggest that social capital serves SFFs as risk-reduction measure, owner-managers should capitalise on this specific strength. However, they should also invest in more systematic risk management initiatives to better equip their businesses with the tools to fend off adverse scenarios.Originality/valueThis study is among the first to analyse risk management in SFFs.