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Ritu is a PhD student in Management in the Entrepreneurship specialization under the supervision of Professor Peter Jaskiewicz. Her research interests lie at the intersection of social networks and governance within the family business context. Particularly, she is interested in exploring the role of family firms’ board networks in shaping different family firm outcomes.
Why did you choose to study family business and entrepreneurship?
I chose to study family business and entrepreneurship because I come from a business family myself. Growing up, I saw firsthand how family relationships, particularly family conflict, can deeply influence the business, especially during succession. In my own family, the succession process did not unfold smoothly, the first generation ultimately decided to split the business. That decision had long-lasting consequences not only for the business but also for the family and the employees who were like family. These experiences shaped my interest in understanding how family involvement and control in the family business influences important business outcomes.
What is your research about?
I study how the type and extent of family involvement through ownership, governance, and management shape key strategic decisions such as internationalization, diversification, and ultimately family firm performance. Family businesses are the most prevalent organizational form across the globe; more than 80% of businesses worldwide are family-controlled, and they account for over 70% of global GDP. Because of family and business overlap, these businesses pursue not only economic but also non-economic, family-centric goals, such as preserving family harmony, securing employment for family members, and ensuring the firm’s long-term continuity for future generations. These goals influence how family businesses engage in strategic behaviors, including R&D investment, diversification, etc. As a result, these businesses differ from non-family businesses or businesses run by founders. Moreover, depending on (a) the type of family involvement (e.g., founding-generation versus later-generation) and (b) the extent of family involvement (e.g., level of family ownership, presence on the board or in the top management team), family businesses vary in the degree in which they prioritize non-economic goals ultimately shaping their strategic choices and performance outcomes. Building on these two aspects, my research seeks to disentangle which family businesses behave more like non-family or founder-led businesses, and which ones demonstrate the behaviors typically associated with typical later-generation family businesses.
You recently published an article in the Family Business Review (ABS-3) Journal. What are the highlights from that study?
I recently published an article titled “Social exchanges in family businesses: A review and future research agenda” in Family Business Review (ABS-3) journal. The article sheds light on how social exchange relationships amongst family members and between family and non-family members influence individuals (i.e., workplace deviance), groups (i.e., family cohesion), and firm-level (i.e., succession) outcomes.
What impact might your thesis research have in the family business sector in Canada?
About 60% of businesses in Canada are family-owned. These businesses are a cornerstone of the Canadian economy; they generate employment, create economic stability, and serve as stewards of their local communities. Their survival impacts not only the families who own them but also the communities in which they operate and the broader Canadian economy. By focusing on the extent of family involvement in the business, my research sheds light on how these firms make strategic choices that influence their performance, longevity, and survival, outcomes that have key implications for both the Canadian economy and the communities these businesses support.
