The study examines non-financial values shaping the performance of family businesses through dimensions such as family control and influence, identification with the business, social ties, emotional commitment, and intergenerational succession. It highlights that the concept of socio-emotional wealth, mostly associated with qualitative outcomes in the literature, has not been sufficiently addressed in terms of its impact on financial and growth performance. The model focuses on managers' loss-aversion tendencies and resource mobilization processes within the framework of behavioral agency theory.
The study's findings are expected to contribute to a better understanding of the behavioral and emotional dynamics behind performance in family businesses and to provide guidance for both academics and practitioners.
Link: https://www.egekongresi.org/_files/ugd/797a84_f85ace1f56694ef58d9cd874217cc119.pdf
