Locus of Ownership and Family Involvement in Small Private Firms
通过将大量小型私营企业按所有者类型细分，研究发现所有权归属不同时，CEO亲属作为员工、关键管理者、顾问和董事会成员的参与程度存在显著差异，且自营企业的家族参与反而少于CEO亲属全资拥有的企业。
abstract The relationship between ownership and family involvement in small businesses is not altogether clear because empirical studies have not distinguished among family ownership, family management, and owner‐management in composing their samples. In the present study, a large sample of small private firms is parsed into sub‐samples with distinctly different types of owners in order to isolate the effects of locus of ownership. The results show that firms with different locus of ownership behave differently with respect to the extent of involvement by the CEO's relatives as employees, key managers, advisors, and board members. Although owner‐managers and sole‐proprietors would seem to have more authority than other CEOs to involve family members in the operations of the business, the findings indicate that these self‐owned firms have significantly less family involvement than firms owned entirely by relatives of the CEO.