Does concentration of ownership and family control affect specialisation/diversification business strategies?

dc.contributor.authorHernández-Trasobares, Alejandro
dc.contributor.authorGalve-Górriz, Carmen
dc.contributor.otherEkonomická fakultacs
dc.date.accessioned2015-12-07
dc.date.available2015-12-07
dc.date.defense2015-12-01
dc.description.abstractThe impact of family ownership on strategic decision-making and diversification in public corporations is an important but not clearly understood aspect of modern corporate governance. In many cases, large-block family owners of public corporations may have a great deal of input in strategic decision-making in large corporations. Previous literature investigates how ownership structure and diversification are connected, but conclusions are not homogeneous. Agency theory suggests that professional managers are fundamentally self-interested, and the public corporation diversifies because managers pursue their own interests, rather than the interest of shareholders. However in family firms, ownership and control use to coincide and family diversification decisions which causes a lower diversification. In this paper authors analyzes the impact of ownership concentration and the influence of ultimate owner’s nature of business group (family or non-family) in diversification's decision: specialization, related diversification, unrelated diversification and mixed diversification (when a company uses both related and unrelated diversification) Based on a sample of ninety-nine Spanish listed companies during the years 2000–2005, and using the listed company an their subsidiaries (pyramidal group) as unit of analysis, this research finds: firstly, the highest ownership concentration increases the adoption of specialization strategies and reduce the mixed diversification; Secondly, attending to ultimate owner’s nature, family firms adopt more strategies of specialization and related diversification, and less diversification strategies than non-family firms; Finally, results also show behaviour differences in family firms according to ownership concentration’s degree: an increasing ownership concentration’s degree in family firms rises the probability of diversification.en
dc.formattext
dc.format.extent15 s.cs
dc.identifier.doi10.15240/tul/001/2015-4-006
dc.identifier.eissn2336-5604
dc.identifier.issn12123609
dc.identifier.urihttps://dspace.tul.cz/handle/15240/13437
dc.language.isoen
dc.publisherTechnická Univerzita v Libercics
dc.publisherTechnical university of Liberec, Czech Republicen
dc.publisher.abbreviationTUL
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dc.relation.ispartofEkonomie a Managementcs
dc.relation.ispartofEconomics and Managementen
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dc.rightsCC BY-NC
dc.subjectgenderen
dc.subjectfinancial decisionsen
dc.subjectsmall firmsen
dc.subjectstart-upsen
dc.subject.classificationM19
dc.subject.classificationM20
dc.subject.classificationG32
dc.subject.classificationG34
dc.titleDoes concentration of ownership and family control affect specialisation/diversification business strategies?en
dc.typeArticleen
local.accessopen
local.citation.epage92
local.citation.spage78
local.facultyFaculty of Economics
local.fulltextyes
local.relation.abbreviationE&Men
local.relation.abbreviationE+Mcs
local.relation.issue4
local.relation.volume18
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