Abstract

abstract This study examines diversification decisions of family firms and suggests that on average family firms diversify less both domestically and internationally than non‐family firms. When they do diversify, family firms tend to opt for domestic rather than international diversification, and those that go the latter route prefer to choose regions that are ‘culturally close’. Lastly, we find that family firms are more willing to diversify as business risk increases. The hypotheses are tested using a sample of 360 firms, 160 of them being family‐controlled and the rest (200) non‐family‐controlled.

Keywords

Diversification (marketing strategy)Family businessBusinessSample (material)Marketing

Affiliated Institutions

Related Publications

Publication Info

Year
2009
Type
article
Volume
47
Issue
2
Pages
223-252
Citations
1194
Access
Closed

External Links

View on DOI.org

Social Impact

Altmetric
PlumX Metrics

Social media, news, blog, policy document mentions

Citation Metrics

1194
OpenAlex

Cite This

Luis R. Gómez‐Mejía, Marianna Makri, Martín Larraza‐Kintana (2009). Diversification Decisions in Family‐Controlled Firms. Journal of Management Studies , 47 (2) , 223-252. https://doi.org/10.1111/j.1467-6486.2009.00889.x

Identifiers

DOI
10.1111/j.1467-6486.2009.00889.x