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dc.contributor.authorBøhren, Øyvind
dc.contributor.authorStacescu, Bogdan
dc.contributor.authorAlmli, Line
dc.contributor.authorSøndergaard, Kathrine
dc.date.accessioned2019-11-14T10:32:26Z
dc.date.available2019-11-14T10:32:26Z
dc.date.created2019-01-04T14:28:21Z
dc.date.issued2019
dc.identifier.citationJournal of Financial and Quantitative Analysis, 54(5), 2085-2117. https://doi.org/10.1017/S0022109018001102nb_NO
dc.identifier.issn0022-1090
dc.identifier.urihttp://hdl.handle.net/11250/2628495
dc.description.abstractWe find that the controlling family holds both the chief executive officer and chair positions in 79% of Norwegian family firms. The family holds more governance positions when it owns large stakes in small, profitable, low-risk firms. This result suggests that the family trades off expected costs and benefits by conditioning participation intensity on observable firm characteristics. We find that the positive effect of performance on participation is twice as strong as the positive effect of participation on performance. The endogeneity of participation, therefore, should be carefully accounted for when analyzing the effect of family governance on the family firm’s behavior.nb_NO
dc.language.isoengnb_NO
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 Internasjonal*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/deed.no*
dc.titleWhen Does the Family Govern the Family Firm?nb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionacceptedVersionnb_NO
dc.source.journalJournal of Financial and Quantitative Analysisnb_NO
dc.identifier.cristin1650556
cristin.unitcode158,1,0,0
cristin.unitnameInstitutt for finans
cristin.ispublishedfalse
cristin.fulltextpostprint
cristin.qualitycode2


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Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal
Except where otherwise noted, this item's license is described as Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal