PurposeOur paper seeks to further understand how family involvement in management influences firm growth.Design/methodology/approachUsing a sample of small high-tech firms, we classify three different types of firms: family firms managed by family-CEOs, family firms managed by non-family CEOs and non-family firms.FindingsConsistent with our expectations, we show that firms managed by family-CEOs have less firm growth in comparison with the other two groups. When the family firm is managed by non-family CEOs, the presence of another family member in management positions has a negative impact on firm growth. Finally, we found that founder-led family firms have better firm growth than descendant-led family firms.Research limitations/implicationsImplications for the theory of family firms are discussed.Originality/valueThe value of the present study is to analyse in depth the heterogeneity of the family business trying to close the gap by exploring the effect of family involvement on small firm growth. Thus, we will find different behaviours of these family companies, depending on the family member’s presence in management positions.
Abstract.
Based on surveys conducted in 1996 and 2007, this article examines the relationship between trade union influence, as perceived by management, and human resource policy and productivity in Spanish enterprises with over 50 employees. It investigates whether trade unions use their influence to pursue the agenda they have traditionally professed to uphold or whether outcomes differ in practice. The authors identify positive correlations between trade union influence and both wages and absenteeism, but union influence appears to have no effect on the incidence of casual employment, the provision of training, work–life balance policies or information sharing within enterprises.
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