Governance, Social Identity, and Entrepreneurial Orientation in Closely Held Public Companies

Danny Miller · Isabelle Le Breton‐Miller

326 citations0/0 files storedEntrepreneurship Theory and Practice

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Family Business Performance and Succession Corporate Finance and Governance Entrepreneurship Studies and Influences

Abstract

Based on notions from the identity theory, this study argues that in public firms in which ownership is concentrated, owner–chief executive officer (CEO) identities will influence entrepreneurial orientation (EO), and EO will relate to superior performance. Specifically, lone founder owners and CEOs will embrace entrepreneurial identities: their firms will exhibit high levels of EO and outperform. Post–founder family owners and CEOs, given their ties to family in the organization, will assume identities as family nurturers, thereby limiting EO and performance. Family firm founders will exhibit blended identities and demonstrate intermediate levels of EO and performance. This analysis of Fortune 1000 firms finds support for these arguments.

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References

2003The Theory of Economic Development 1997A Survey of Corporate Governance 2015Mind, Self, and Society 1979The Social psychology of intergroup relations 2008Estimating Standard Errors in Finance Panel Data Sets: Comparing Approaches 1996Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance 1989Social Identity Theory and the Organization 1988Management ownership and market valuation

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