Kin Ties and the Performance of New Firms: A Structural Approach

Gökhan Ertug · Reddi Rayalu Kotha · Peter Hedström

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Entrepreneurship Studies and Influences Innovation and Knowledge Management Family Business Performance and Succession

Abstract

Kin ties are all but ubiquitous in new firms. However, their effects on performance are not straightforward, as they can provide new firms with advantages (enhanced coordination and cooperation) as well as disadvantages (reduced diversity, nepotism concerns, and the possible spillover of personal conflict). As kin ties may have both positive and negative implications for performance, a contingency approach to the performance of new firms is valuable. We develop such an approach by relating different structural configurations of kin ties—whether they are between founders, between founders and employees, or between employees—to the performance of new firms. We test our predictions using data on 4,967 new firms founded in Stockholm between 1998 and 2003. Our theory deepens our understanding of why kin ties have heterogeneous effects on the performance of new firms.

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References

1985Economic Action and Social Structure: The Problem of Embeddedness 1988Social Capital in the Creation of Human Capital 1999A Theory of Fairness, Competition, and Cooperation 1995AFFECT- AND COGNITION-BASED TRUST AS FOUNDATIONS FOR INTERPERSONAL COOPERATION IN ORGANIZATIONS.1988Management ownership and market valuation 2006Five Rules for the Evolution of Cooperation 1970Role Conflict and Ambiguity in Complex Organizations 2003The role of social and human capital among nascent entrepreneurs

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