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Strategic, Tactical and Operational Decisions in Family Businesses: A Qualitative Case Study
Previous studies of family businesses have no common agreement on what should be the most effective and efficient approach for making decisions at different managerial levels to solve business issues. Accordingly, the main objective of this study was to understand the nature of decision-making by family members who are involved in a business in different capacities such as owners, owner managers, and managers. Locating the research in the interpretivist paradigm, and utilizing qualitative case study methods (Yin, 1994), we interviewed 24 respondents from 12 well-known family firms from different districts in Sri Lanka. Thematic analysis indicated that the consultative approach is mostly used by family members in operational, functional, and top level management decisions. Yet, family members’ decisions in the business as owners, owner-managers, and managers have not shown a common decision-making process. Owner-managers’ roles in the business decisions are highlighted as they make rational, risk averse, and deliberate business decisions which would assist to run the business. In comparison, owners and managers have followed the consultative decision-making approach to shape business decisions in line with family requirements.
Decision-Making, Family Firms, Manager, Owner, Owner-Manager, Sri Lanka, Qualitative Case Study
Authors of this article are grateful to the Internal Grant Agency of FaME TBU No. IGA/FaME/2016/001: Enhancing Business Performance Through Employees’ Knowledge Sharing, for financial support to carry out this research.
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Recommended APA Citation
Kuruppuge, R. H., & Gregar, A. (2020). Strategic, Tactical and Operational Decisions in Family Businesses: A Qualitative Case Study. The Qualitative Report, 25(6), 1599-1618. https://doi.org/10.46743/2160-3715/2020.2945
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