Family influences on strategic decision making processes in family firms

Abstract

Family firms can be characterised by a unique business setting, where family and work conditions are closely intertwined. This particular business setting promotes distinctive strategic behaviour. Yet, scholarly understanding of strategic decision processes in family firms remains limited, particularly from a perspective that pays attention to the role of micro-processes in the overall decision-making process. This study addresses this gap from a strategy-as-practice perspective and by posing the research question: ‘how does the family context influence the strategic decision-making process in the family firm?’ The author uses a critical realist lens and case study method to examine multiple strategic decisions across 7 family firms.

Date of Award	Apr 2014
Original language	English
Awarding Institution	University of Brighton
Supervisor	Keith Perks (Supervisor)