“…The research reveals that most studies use family ownership (e.g., Bammens & Hünermund, 2020 ; Kim et al, 2020 ; Rees & Rodionova, 2015 ; Terlaak et al, 2018 ) followed by family management (e.g., Block, 2010 ; Cui et al, 2018 ; Oh et al, 2019 ) or a combination of both (e.g., Craig & Dibrell, 2006 ; Dangelico, 2017 ; Kim & Lee, 2018 ) for examining the effect of family antecedents on CSR in family firms. Although there is a moderate tendency towards a positive effect, no apparent effect on CSR activities can be found; this could be because these measures alone are insufficient to influence firm decisions, as the owning family cannot adequately influence internal decision-making processes by their mere presence (Terlaak et al, 2018 ; Yu et al, 2021 ). As suspected, the operational measures do not sufficiently reflect the overlap between family and company (Chua et al, 1999 ).…”