LAUSR

Family firms are considered a function of the family’s influence on the firm’s strategic choices by pursuing the family’s vision for the firm. Based on the premise of the socio-emotional wealth (SEW) theory, this study investigates whether they follow CSR as a strategic choice to grow and preserve SEW and embrace social norms. Using a sample of 88 publicly listed founder-controlled firms in India, this study found that more family member participation improves CSR performance. The relationship is more robust when participating members serve as owners and managers. Further, the relationship between family members is augmented when the member is a female participant. The findings of additional analyses show that family members are more attuned to environmental performance than the other two dimensions of CSR (social and governance). Finally, CSR is related to firm performance as assessed by ROA and Tobin Q. The findings support the socio-emotional wealth (SEW) theory as family members’ participation has incentives in choosing CSR as a strategic decision. CSR as a strategic choice offers economic and social benefits for family enterprises.