Non-family Firms Research Articles

Sustainable growth, financial flexibility and working capital management in family firms: An empirical study in Indonesia

Family firms play an important role in the economies of developing countries such as Indonesia. Proper working capital management is necessary to support the sustainable growth of family firms. This study aims to analyze the characteristics of sustainable growth and working capital management of family firms. The study analyzes family firms by comparing them with non-family firms listed in the LQ45 index of the Indonesian capital market. Using quantitative methods, logistic regression is used to test the hypotheses. The survey sample covers 280 companies from 2015 to 2022. The results of the study show that the elements of sustainable growth of family firms differ from non-family firms only in the leverage element. Family firms tend to have lower leverage than non-family firms. Family firms tend to have more conservative working capital management policies for investment and financing than non-family firms. Family firms also have longer days of accounts payable outstanding than non-family firms, while days of inventory outstanding and days of sales outstanding are not significantly different. This study suggests that family firms should implement a moderate working capital policy to strengthen sustainable growth rates. AcknowledgementsThe authors would like to thank the Head of Research and Community Service at AKI University who has supported funding for this research. Thank you also to fellow Faculty of Economics and Business lecturers, AKI University who have helped provide the facilities needed for this research.

Who cares about environmental, social and governance performance? Family versus non-family firms

Purpose This paper aims to explore the nexus between family involvement and environmental, social and governance (ESG) performance based on socioemotional wealth theory, and it also analyzes the potential influence mechanism. Design/methodology/approach Based on the categorization of China Stock Market & Accounting Research database, this study divides the Chinese listed firms into family and nonfamily firms and applies multiple regression methods to test the theoretical hypotheses. Findings Family involvement can incentivize corporations to enhance corporate transparency, which can in turn enhance their ESG performance. The role of family involvement in bolstering corporate ESG performance is negatively contingent on external financing constraints. Originality/value There are insufficient studies on the nexus between family ownership and ESG performance. The findings provide insights into helping policymakers formulate targeted measures to encourage corporations to be more active in promoting ESG initiatives.

Are family firms less audit-risky? Analysing audit fees, hours and rates

We examine differences in audit scope between publicly-listed family and non-family firms in Israel, using a unique dataset that includes external and internal audit hours, audit fees and billing rates. We find that external auditors charge lower average hourly rates for family firms than for non-family firms. However, audit effort, measured as the number of audit hours, is lower in family firms than in non-family firms, but the difference is not statistically significant. Moreover, the number of internal audit hours is smaller, on average, in family firms than in non-family firms. Our findings suggest family ownership affects audit mainly when the family is actively involved in the firm's management. We also examine a subsample of eponymous family firms and obtain similar results. Analysis of a sub-sample of firms that switched from family to non-family status or vice-versa shows that audit fees and hourly rates decrease (increase) when a firm changes its status from non-family (family) to family (non-family) status. Lastly, we find that the reporting quality of family firms is higher than that of non-family firms. Overall, our results suggest that auditors perceive family firms to be less audit-risky.

External corporate venturing in family firms: a behavioural perspective

ABSTRACT The purpose of this study is to investigate the proclivity of family businesses to engage in external corporate venturing, specifically investments targeted at exploratory searches in ventures in their early stages of development. From a behavioural perspective, we investigated whether family control influences the likelihood of engaging in such risky initiatives and to what extent key organizational contingencies, i.e. financial slack and risk-taking endeavours, shift socioemotional wealth preservation as a reference point. We tested our hypotheses on a sample of 12,320 firm-year observations gathered from 2,548 European listed firms in the period 2011–2018. We found that despite family firms engaging less than nonfamily firms in external corporate venturing, their risk attitudes change under both extremely favourable and uncertain organizational contingencies.

Firms financial strength during crisis periods: does “familiness” matter?

PurposeIn this paper we propose to study the differences among family and non-family-firms in relation to its financial strength, and therefore its potential position to resist in front of financial crisis and receive financial support or conditions by public or private institutions.Design/methodology/approachWe used multiple hierarchical regressions on a sample of 137 Spanish medium-sized firms (SMEs).FindingsWe observe that the perspectives and idiosyncratic characteristics of family-firms (strongly influenced by their socioemotional wealth) will affect the way these companies invest and operate in the market, which would be more related to efficiency because of their higher willingness to continue the legacy of the business and their weak risk-bearing attributes.Research limitations/implicationsOur study adopts a measure of familiness with a dummy variable, and not as a continuous variable as proposed by recent research. Therefore, our results although relevant and significant for the family firm literature, must be viewed carefully. Additional research could also retest some prior studies to depict differences caused by “real” family firm involvement.Practical implicationsUnder a non-munificent environment, the financial strength maintained by firms will be highly relevant since this context could likely stress and influence their immediate future and viability, overcoming and blurring any other characteristic present in the firm or its managers.Originality/valueThis paper contributes to the family firm literature by offering insights into the nuanced dynamics between family and non-family firms during economic downturns, specifically examining their financial strength when different strategic options are pursued and when firms are managed by different type of managers.

Corporate Governance and Financial Performance: Family Firms vs. Non-Family Firms

The essence of a family business captures the distinguishing factors differentiating them from non-family businesses. Among these factors, the constructs of family firms’ managing and governance elements are perceived differently by non-family firms. This is especially important in a developing country such as South Africa (SA) with many governance challenges. The objectives of this study were, first, to identify relationships among financial performance, corporate governance, and ownership concentrations of listed family and non-family businesses in SA. Next, a comparison was made between the different ownership structures. Secondary data were collected using purposive sampling from 2015 to 2019. These data were analysed using panel data analysis and descriptive statistics. The results show that family firms place a greater emphasis on ownership concentration, board size, and board gender diversity, which have a significant relationship with financial performance. Only board size was significant to financial performance for non-family firms. The results indicate that family businesses should appoint female family members as directors on their boards, given the significance of gender-diverse boards for financial performance. Non-family businesses should also consider having smaller boards. Theoretically, this study expands on the literature regarding family businesses in SA. However, the findings cannot be generalised due to a single industry being selected. This study should be replicated in different industries to compare the results.

Family firms and carbon emissions

This study examines the relationship between family firms and carbon emissions using a large cross-country dataset of 6600 non-financial firms over the period 2010–2019. We find that family firms emit less carbon than non-family firms, especially after the Paris Agreement. Several factors contribute to this outcome, including governance structure, the degree of family control, R&D spending, and the issuance of green patents. Our study also shows that despite lower carbon emissions, family firms have lower environmental scores, primarily due to their reduced public commitment to emission reduction. Both environmental scores and carbon emissions increase when non-family CEOs are appointed and when family ownership decreases, indicating that agency conflicts may influence these outcomes.

Family performance following share repurchases, information asymmetry and interest alignment

Little attention has been paid to how the information asymmetry, agency costs of free cash flow and the controller involvement in the board contribute to the difference in the performance between family and non-family firms following share repurchase announcements. This study aims to make clear the above associations. This study uses OLS multiple regressions to examine the difference in the operating and market performance between family and non-family firms over two years following the repurchase announcements in a sample that contains 3800 announcements over the period 2000 and 2017. We find that family firms have better performance than non-family firms. We also find that free cash flow is positively associated with performance, and the association between performance and free cash flow is weaker for family firms than for non-family firms. Furthermore, these findings become increasingly significant when family controllers have a lower degree of involvement. Our results indicate that family firms, especially those with a lower degree of controller involvement, prefer repurchases to mitigate information asymmetry and increase interest alignment.

Using machine learning to identify and measure the family influence on companies

Many studies have focused on family firms. Yet, grasping the nature of these organizations remains challenging because firms’ familiness can take many forms, which are hard to trace with traditional data. We use ChatGPT – an application of machine learning – to try to unravel the complex and intangible influence of families on firms in large datasets. Whereas it often classifies family firms consistently with equity criteria, ChatGPT appears able to gauge families’ legacy and values. Hence, it detects more family firms in countries where families have a strong influence on firms even without large equity stakes. Also, ChatGPT often treats lone-founder firms as non-family firms, whereas it assigns a higher family score to firms that are eponymous, heir-led, and with multiple family directors. Finally, classifying family firms using ChatGPT provides financially relevant information to investors.

CEO Compensation Contracts in Family Versus Nonfamily Firms: The Use of Nonfinancial Performance Measures

ABSTRACTResearch Question/IssueThis study examines the association between ownership type—family versus nonfamily firms—and CEO family status—family CEO versus professional CEO—and the use of nonfinancial performance measures (NFPMs) in CEO compensation contracts.Research Findings/InsightsUsing a sample of 3143 firm‐year observations of S&P 500 nonfinancial firms from 2010 to 2018, we find that family firms place a significantly lower weight on NFPMs in CEO compensation contracts than nonfamily firms. Within family firms, we find that a significantly lower weight is placed on NFPMs in compensation contracts for family CEOs relative to those for professional CEOs. Furthermore, additional tests indicate that the negative association between family ownership and the weight placed on NFPMs is stronger (weaker) in firms with low (high) stakeholder visibility.Theoretical ImplicationsWe advance the academic literature on the selection of performance measures in compensation contracts by providing insight into the implications of family ownership and of a CEO's family ties for the use of NFPMs. The results suggest that because family firms have a good ability and a strong incentive to directly monitor and control their CEO's actions, NFPMs are less needed in CEO compensation contracts as a means to align goals. Furthermore, the effects we document are even stronger when the CEOs of family firms are family members.Practitioner/Policy ImplicationsThe results imply that while family firms may not need a high weight on NFPMs in CEO compensation contracts to monitor their CEOs' actions, goal alignment, and internal communication of nonfinancial targets, they may still need them for communication and signaling purposes when exposed to external stakeholder monitoring.

Wait or pivot? Family and non-family firms’ strategic responses to COVID-19 and employment change

The aim of this paper is to investigate the effects of different strategic behaviors adopted during COVID-19 pandemic on employment change (a percentage change in the number of employees) in both family and non-family firms. We use an international survey-based dataset of 2,192 family and non-family firms. We provide evidence that a pivoting strategy (transforming the business) could prevent layoffs. Finally, while transparent leadership communication positively moderates the effect of pivoting on employment change in non-family firms it shows an opposite effect in family firms.

Family and nonfamily female directors' effect on CSR strategy

AbstractBy investigating a sample of industrial Italian listed firms for the years 2003–2020, this research aims to explore two main relationships. First, the study examines the association between the ratio of female directors and CSR strategy score in both family and nonfamily firms. Second, it investigates the link between family female directors and nonfamily female directors within the subsample of family firms. The empirical findings show the existence of a positive link between the ratio of female directors and CSR strategy score only in the subsample of family firms and that this result is driven by the percentage of nonfamily female directors. Additional analyses, aiming to elucidate the heterogeneity of family female directors, report that family females who have an executive role on the board are beneficial for the CSR strategy score, whereas family females who are interlocked and with long tenure are detrimental for the CSR strategy score.

Examining Dark Triad Traits in Formal Leaders and Their Impact on Employee Workplace Stress: A Comparative Study of Family and Non-Family Businesses

This paper aims to explore differences between the perception of dark traits in formal leaders and levels of workplace stress among employees working in family and non-family businesses. Furthermore, we assess if the company nature (family-owned versus non-family-owned) moderates the relationship between the employees’ perception of dark triad traits in their formal leaders and their workplace stress levels. The empirical evidence is provided by a sample of 220 Portuguese employees who responded to a questionnaire that included their perceptions of their formal leaders’ dark triad traits and workplace stress measures. All respondents are employed in small and medium-sized private companies, holding no management responsibilities and under formal hierarchical supervision. The initial ideas that family firms’ employees perceive higher levels of dark triad traits in their formal leaders than non-family firms’ employees and that they also show higher levels of workplace stress than non-family firms’ employees were confirmed. The results also support the notion that higher perceptions of dark triad traits in formal leaders are related with higher levels of workplace stress of employees and that the company nature significantly moderates this relationship. These findings enhance the research literature by addressing two often overlooked aspects in the comparison between family and non-family firms. Additionally, they provide valuable insights into the relationship between dark triad traits in formal leaders and employee workplace stress levels.

Exploring Key Drivers of CEO Trust in Family and Non-Family Firms

Exploring Key Drivers of CEO Trust in Family and Non-Family Firms

Differences in Performance Effects of Collective Turnover Between Family and Nonfamily Firms

Differences in Performance Effects of Collective Turnover Between Family and Nonfamily Firms

Navigating Regulatory Environment in Cross-Border Acquisitions: Family vs Non-Family Firms

Navigating Regulatory Environment in Cross-Border Acquisitions: Family vs Non-Family Firms

SUBSTITUTES OR COMPLEMENTS? THE USE OF TRADE CREDIT AND BANK CREDIT IN FAMILY SMES

This research examines the intricate relationship between trade and bank credit, with a specific focus on family and nonfamily small and medium-sized enterprises (SMEs). Our analysis of a sample of 3,690 US SMEs reveals a distinctive pattern: Trade credit and bank credit act as substitutes for each other for family firms, but they serve as complements to each other for nonfamily firms. Furthermore, our findings highlight that this distinctive pattern is particularly pronounced in the contexts of low-performing SMEs and smaller SMEs. The results provide a nuanced understanding of the relationship between trade and bank credit and underscore the importance of considering the impact of a governance structure on an SME’s financing behaviors.

The role of firm life cycle on capital structure of family firms over non‐family firms: Empirical evidence from India

AbstractThis study attempts to identify and compare the critical determinants and the speed of adjustment to optimal capital structure across various stages of the firm life cycle (FLC). Signifying the attitude of family firms (FFs) owing to risk aversion and the need to preserve firm control, the study differentiates the debt policies of family and non‐family firms (NFFs) in an emerging economy. We use a target adjustment model and two‐step system generalised method of moments to analyse panel data on a sample of 1435 listed non‐financial firms spanning from 2013 to 2022. We find that compared to NFFs, FFs are inherently more indebted and adjust faster towards achieving optimal capital structure. Next, we find that firm's profitability, liquidity and tangibility are the major factors that significantly impact the quantity of debt across different stages of the FLC in both FFs and NFFs. Our results are robust to a battery of sensitivity tests. Our study suggests the significance of appropriate capital structure at different stages of the FLC.

Family firm governance and working capital management policy

Drawing from agency and behavioral theories, we evaluate whether and how family firm governance influences working capital management policy and its contribution to shareholder value. Our results indicate that family firms pursue a conservative working capital management policy to capitalize on the competitive benefits of balance sheet liquidity. Moreover, we find that the market value of working capital investment is higher for family firms. Product market competition, financing constraints and capital market access, however, moderate the relationship between family governance and the market value of net working capital investment. Taken together, our results suggest that, relative to non-family firms, family firms pursue value-enhancing working capital management policies.

Family firms and the governance of global value chains

The current evolution of global value chains (GVCs) calls for moving beyond the “unipolar” view of lead multinational enterprises (MNEs) as sole rulers to examine how their characteristics and those of partner firms affect GVC governance. In response to this call, we focus on family firms, which are the most ubiquitous organizational form worldwide and represent the majority of firms participating in GVCs. Unlike non-family firms, these organizations face distinct mixed gambles, driven by both economic and non-economic goals. However, internalization theory and the associated global factory model, which explain GVC governance, rely solely on economic assessments, limiting our understanding and predictability of MNE behavior. Therefore, in this study, we show how location decisions, degree of internalization, and relationship management in GVCs differ from the conventional global factory model when family firms are involved as lead MNEs and/or partners. By analyzing how comparative efficiency considerations change when family firms are involved, we offer implications for internalization theory and provide a more comprehensive framework for understanding control and trust dynamics in GVCs. Thus, we pave the way for future research to revise and enrich international business theories, taking into account the distinctiveness and heterogeneity of family firms.