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This article argues that family firms in which the top management team (TMT) is dominated by nonfamily managers are more likely to shift risk to employees through incentive pay schemes than family firms with TMTs dominated by family members. We also argue that this tendency is aggravated in firms of bigger size, as this condition makes nonfamily managers more vulnerable. We further note that differences between family‐ and non‐family‐dominated TMTs may lessen when the sales trend is negative. The analyses conducted on a sample of 219 family‐controlled car dealerships in Spain confirm our expectations. [ABSTRACT FROM AUTHOR]

Byline: Juan Manuel Maqueira-Marin, Jose Moyano-Fuentes, Sebastian Bruque-Camara According to organisational ecology theory, the competition between organisations is a key process that can help to explain the vital rates of organisational populations. In turn, it is possible to observe the intensity of the competition through the size differences between the members of a population. This paper reviews the models that have analysed the influence of competition on survival under this approach, emphasising the important role played by organisational size. This allows us to identify the main interrelations between size and competition, and consequently propose a new matrix to classify and characterise organisations in four groups on the basis of these two variables. In order for this matrix to be useful to managers and consultants, this paper designs a methodology for positioning organisations within the matrix. This methodology can be used to guide strategic decisions for the future.

Spain's olive oil milling industry is used to illustrate how ownership structure enables firms to isolate themselves from competition and adverse environments by promoting stronger links with suppliers, which in turn improves access to resources.