Resource mobilization and performance in family and non-family businesses in the United Kingdom

Jonathan Levie, Miri Lerner

Research output: Contribution to journalArticle

22 Citations (Scopus)
987 Downloads (Pure)

Abstract

We draw on agency theory and the resource-based view to hypothesize that family and non-family businesses differ in the capital they deploy and the way they deploy it, and test this in a large UK sample of 319 family business and 258 non-family business owner/managers. We find that adverse selection, opportunism and niche marginalization is more prevalent among family business owner/managers. Yet their businesses are similar to their non-family business peers in performance outcomes such as size and growth. We suggest that weaknesses in human and financial capital choice are offset by strengths in the social capital of family firms.
Original languageEnglish
Pages (from-to)25-38
Number of pages13
JournalFamily Business Review
Volume22
Issue number1
Publication statusPublished - 2 Nov 2008

Fingerprint

Resources
Mobilization
Owner-managers
Family business
Opportunism
Resource-based view
Marginalization
Family firms
Financial capital
Peers
Adverse selection
Social capital
Human capital
Agency theory
Niche

Keywords

  • family firms
  • resources
  • performance

Cite this

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Resource mobilization and performance in family and non-family businesses in the United Kingdom. / Levie, Jonathan; Lerner, Miri.

In: Family Business Review, Vol. 22, No. 1, 02.11.2008, p. 25-38.

Research output: Contribution to journalArticle

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