The impact of ownership on small firm behaviour and performance

Ghobadian, A. and O'Regan, N. 2006. The impact of ownership on small firm behaviour and performance. International Small Business Journal. 24 (6), pp. 555-586. https://doi.org/10.1177/0266242606069267

TitleThe impact of ownership on small firm behaviour and performance
AuthorsGhobadian, A. and O'Regan, N.
Abstract

The impact of ownership on organizational performance has attracted the interest of a large number of scholars. The empirical research predominately focuses on the impact of ownership structures on organizational performance, and to a lesser extent on the relationship between ownership type and performance. The relationship between ownership and other organizational factors has received little attention. In this article we examine the relationship between independent and subsidiary plants/operating units and leadership style, culture, emphasis on dimensions of the strategy making process, barriers to the implementation of strategy and a matrix of performance measures. Overall we found that independent firms performed better along some but not all dimensions of performance. In addition, they placed less emphasis on dimensions of the strategy making process, faced more implementation barriers, and were more likely to have a transformational style of management. We found differences along dimensions of culture, but no significant difference in cultural strength.

Copyright 2006 SAGE Publications. All rights reserved. Not for commercial use or unauthorized distribution.

KeywordsCulture, leadership, ownership, SMEs, strategy
JournalInternational Small Business Journal
Journal citation24 (6), pp. 555-586
ISSN0266-2426
YearDec 2006
Digital Object Identifier (DOI)https://doi.org/10.1177/0266242606069267
Publication dates
PublishedDec 2006

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