Description
This study analyzes both theoretically and empirically the differences between family firms and non-family firms with regard to performance evaluation practices. Moreover, based on self-control literature we argue that CEOs with a propensity for analytical decision making are capable of mitigating the family influence on performance evaluation practices. Drawing on a dataset of 247 Austrian firms from the manufacturing industry and in line with the socioemotional-wealth perspective our initial results indicate that family firms rely less on objective performance evaluation of middle managers, define less specific targets for them and show a higher tolerance for target deviations. In addition, our preliminary findings support the literature on self-control in family firms and suggest that analytical decision making weakens the family influence on the business.| Period | 23 May 2014 → 24 May 2014 |
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| Event title | 10TH Workshop on Family Firm Management Research |
| Event type | Unknown |
| Degree of Recognition | International |