Comparing The Impact Of Family And Non-Family Firm Goals On Strategy, Family And Organisational Behaviour

Abstract

The research has been conducted on family business that has grown significantly in the contemporary times. A comparative study has been conducted in this report or two to identify the impact of the process of decision-making strategy formulation and organisational behaviour between the family and non-family companies' goals. The study has been conducted by using the secondary data collection methodology. Thematic analysis has been performed to understand the patterns of information from the secondary resources. A non-probability sampling method has been followed to conduct the research. The result has highlighted that there are major differences in making strategic decisions, organisational behaviour, and family based on their goals. The major highlight is that family firm heterogeneity is one of the major issues that set up the mental process of the family members who participated in the business organisation to influence the entrepreneurial decision-making process which is not found in the case of non-family organisations. Leadership issue related to drawing personal benefits from the company overlooking the growth of firms is another issue in family centre companies. It has a serious impact on the stakeholder of organisations by overlapping the mental process and family culture on the strategic decision of the family centre company