“…Without necessarily dwelling on why or how, agency theory generally assumes that family involvement at least potentially increases P-P agency problems because family managers or directors owe more loyalty to, and have more interest in, the family (and the group of firms under family ownership generally) than the specific firm under their leadership (Lubatkin, Schulze, Ling, & Dino, 2005;Lubatkin et al, 2007). Thus, family managers or directors may act in the family's (private) interest rather than in the interest of the firm (Gedajlovic et al, 2012(Gedajlovic et al, : 1014. Similar to transaction cost economics and social network theory, agency theory holds family ties to create loyalty, trust, and information exchange, reducing costs of contract enforcement (Fama & Jensen, 1983) and principal-agent (P-A) agency problems (Chung & Chan, 2012), but adding to potential conflicts with minority owners who may be marginalized in terms of influence and access to information.…”