Refine
Year of publication
Document Type
- Working Paper (10)
- Book (7)
- Doctoral Thesis (6)
- Article (2)
Has Fulltext
- yes (25)
Is part of the Bibliography
- no (25)
Keywords
- Familienunternehmen (25) (show_all)
External investors
(2023)
Within this doctoral dissertation, I explore external investments in family firms. In particular, this dissertation comprises three independent studies to contribute to and extend current literature regarding family firms and external investors. The first study extends research on external investments in family firms by fundamentally analyzing the decision criteria of family firm owner-managers for using external minority investments, thus representing a first interim step of external succession. The second study changes the point of view and contributes by analyzing the drivers of financial investors’ preference for acquiring a family firm. The third study analyzes drivers resulting in financial investors’ successful or unsuccessful acquisition of family firms.
In my doctoral dissertation, I conduct research on family firm decision-making, performance, and valuation. In particular, I explore (i) the role stocks—in contrast to flow-based theories used by extant research (i.e., prospect theory and its derivatives)—in share repurchasing decisions of family firms by drawing on motivation-opportunity-ability theory of behavior and the developed stock-based view on family firm decision-making, (ii) the moderating effect of national culture (i.e., the degree of masculinity) on the effects of board diversity on family firm performance by drawing on upper echelons theory, and (iii) the effects of non-family-managed family firms on firm valuation in the acquisition context by drawing on signaling theory.
Within this doctoral dissertation, I explore mergers & acquisitions (M&As) in the context of family firms. In particular, I investigate (1) the M&A performance of family firm acquirers compared to non-family firm acquirers, the strategic mechanisms that help explain the relationship between family firm acquirers and M&A performance and the influence of family board involvement on family firm acquirers’ pursuit of M&A strategies by drawing upon the socio-emotional wealth perspective, (2) the M&A motives and processes in acquiring family firms through the lens of the long-term orientation framework, and (3) the restructuring strategies, including divestments via M&As, employed by family firms to poorly performing portfolio firms by drawing upon the escalation of commitment literature coupled with the socio-emotional wealth perspective.
By building on foundations from psychology, we aim to enhance academic understanding of the advising process in family businesses. We find evidence, based on rich qualitative data, suggesting that trust serves as a key construct in the relationship between family businesses and their advisors. In particular, we empirically show and theorize that trusting relationships evolve via a nonlinear process characterized by a constant interplay between cognitive and—increasingly important—affective assessments of family business trustors. The following types of trust emerge from these internal assessments: an intention to trust, which develops into perceived trust and finally results in behavioral trust.
The present study investigates how family firms respond to disruptive industry changes. We aim to investigate which factors prevent or support family firms` adoption of disruptive innovations in their industry and which mechanisms lead to more or less successful coping with disruptive change. Our analysis is based on 24 qualitative interviews with top executives and on secondary data from an industry in which disruptive innovations dramatically changed the way business was generated. The industry in question is the mail order industry, which, in its early days, disrupted the retail business. When the Internet and, with it, ecommerce started to disrupt the industry in the late 1990s, the industry was characterized by a high proportion of family firms and a low level of innovativeness. While incumbent firms had been very successful for decades, most of them were confronted with serious turbulence when new entrants started changing the face of the industry. Our findings show that different factors impact reactions to disruptive industry change in two different phases, namely, opportunity recognition and opportunity implementation. While some of the influencing factors are determined by industry factors, family influence may function for better or worse for incumbent firms. Specifically, we find that in firms with a family disruptor, a family member in a powerful position who drives the adoption of the new technology, hindrances can be overcome and firms tend to show more successful strategies when reacting to the disruptive industry change.