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Family versus Non-Family Firm Mergers: Likes Attract Likes, Outperform Opposites
Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO). Jönköping University, Jönköping International Business School, JIBS, Business Administration.ORCID iD: 0000-0002-3742-542X
University of Missouri, St. Louis, USA.
Jönköping University, Jönköping International Business School, JIBS, Business Administration. Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership (CeFEO).ORCID iD: 0000-0002-7499-9289
Rice University, USA.
2017 (English)Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

Using social identity theory, we examine how the identity of the target firm in a family firm-led merger impacts the merged entity’s subsequent performance. We compare family firms’ target preferences and postmerger performance to those of non-family firms, and find that not only are family firms more likely to prefer other family firms as merger partners, but also achieve better post-merger outcomes with them. We test our hypotheses using a large sample of Swedish private firms, which largely controls for national cultural differences. After controlling for endogeneity and self-selection bias, our results support all our hypotheses.

Place, publisher, year, edition, pages
2017.
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hj:diva-38820OAI: oai:DiVA.org:hj-38820DiVA, id: diva2:1182338
Conference
Strategic Management Society, 37th Annual Conference, October 28-31, 2017, Houston, USA
Available from: 2018-02-13 Created: 2018-02-13 Last updated: 2018-02-13Bibliographically approved

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Chirico, FrancescoBaù, Massimo

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Citation style
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