This study identifies groups of women entrepreneurs who were subject to varying degrees of family influence. The term family intensity was derived to characterize those firms that had family investors and family members employed in the business. Eight hundred thirty-two women business owners were sampled, representing a wide variety of industrial sectors. The findings suggest that family intensity plays a significant role in strategic planning and degree of involvement in the business. Family-intense firms were more likely to engage in growth and expansion planning and to report greater sales performance. Furthermore, the results suggest that family intensity affects careerism and ownership issues confronting the woman entrepreneur.
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Document Type: Research Article
Associate professor of management, DePaul University, Chicago.
Holds the Coleman Foundation Chair in Entrepreneurship, Department of Management, DePaul University, Chicago.
Publication date: September 1, 1994