If we cannot have it then no one should: Shutting down versus selling in family business portfolios
2015 (English)In: Academy of Management Proceedings, January 2015 (Meeting Abstract Supplement) 15764, 2015 / [ed] John Humphreys, 2015Conference paper (Refereed)
The present study investigates exit patterns in family business portfolios in times of declining performance. Drawing on social identity theory and a sample of six family business portfolios from Pakistan, we reveal that business families often prefer shutting down satellite portfolio firms rather than selling them. This is found to be mainly driven by the identity fit of the family and the satellite business and the desire to restart it at a later point in time. This study contributes to literature on portfolio entrepreneurship, business exit, and long-term success and endurance of family firms.
Place, publisher, year, edition, pages
Entrepreneurial Exit; Family Firms; Portfolio Entrepreneurship
IdentifiersURN: urn:nbn:se:hj:diva-32141DOI: 10.5465/AMBPP.2015.15764abstractLocal ID: IHHCeFEOISOAI: oai:DiVA.org:hj-32141DiVA: diva2:1040897
Academy of Management Annual Meeting, Vancouver, August 7-11, 2015.