The literature applying agency theory to management has focused on the performance advantages to be gained when ownership and control of the firm are aligned. This article investigates that premise by comparing family‐owned and ‐managed and professionally managed firms. The article presents the results of a field survey that examined the extent to which family‐owned and ‐managed firms differ across structural, process, and performance dimensions from their professionally managed counterparts. Significant differences exist between these two groups on both structural and process dimensions, and there is evidence that family‐owned and ‐managed firms exhibit performance advantages as a result of the unification of ownership and control.
This study provides evidence that collective strategy is prevalent in small firms in fragmented industries. COMPUSTAT data were combined with afield survey of small manufacturingfirms to test hypotheses concerning the relative frequencies of various collective strategies, the effects of environmental variables on collective activity, and the contribution of collective behavior to firm performance. Results indicate that agglomerate and organic collective strategies are the most frequently employed, and that munificent environments were positively associated with collective behavior and performance. Complex environments were negatively associated with collective strategy and no effect was found for volatile environments. The study also discusses methodological issues concerning the use of the COMPUSTAT database, and the usual practice of omitting cases with missing financial information.
This study extends existing work in the area of interorganizational relationships by exploring the interaction between the strategic posture of small firms and their propensity to form cooperative linkages. The most critical finding is that most small firms do use cooperative strategies, and that these strategies are used differentially by different strategic types. However, it is unclear whether there is a direct relationship between the competitive postures, interorganizational strategies, and small firm performance.
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