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Family businesses use less management control systems than nonfamily firms.

The use of MCS has a positive influence on business performance.

Firm managers and practitioners should foster the development of MCS to improve firm performance and competitiveness.

Family involvement in the business influences the adoption of a clan culture orientation.

Family firm culture is internally group oriented, based on emotional and personalist values.

Non-family business is oriented towards market and hierarchy cultures.

In recent years, Corporate Social Responsibility (CSR) has attracted much interest in both the academic world and the professional.

The objective of this research is to determine whether there are differences in orientation towards CSR between family SMEs and non-familiar ones.

The results indicate that family SMEs are more socially responsible than no familiar ones.

Covers a gap in the literature regarding the composition of familiness.

Defines the variables found in familiness and so helps enable the measurement of familiness in all family firms.

Enables conclusions and comparisons to be made about strategic decisions in family firms.

Price is a key variable in research on profitability and brand management.

The impact of being a family-business hotel on hotel room rates was analysed.

A hedonic price model was used.

Being a family-business hotel has a significant negative impact on room price.

Employees of half of the Andalusian family owned businesses analyzed still do not perceive a high level of WFB.

Micro firms are those that reveal more active implementation of WFB.

WFB has a positive impact on job satisfaction and employee's commitment in family firms in Andalusia.

President interlocking in LA firms is positively associated with performance.

The association between performance and interlocks depends on corporate governance.

This favorable relationship is mitigated where expropriation odds are higher.