Potential exit strategies of entrepreneurs operating micro and small family businesses and non-family businesses in Poland

Abstract

PurposeThis study investigates whether a firm’s character as a mature micro and small family or non-family business may impact the managing owner’s choice of a potential exit strategy.Design/methodology/approachThe empirical evidence was provided through a sample of 302 entrepreneurs (170 respond-ents from mature micro and small family businesses and 132 from non-family businesses) who participated in a survey on potential exit strategies.FindingsThe primary finding indicates that there is no significant difference in exit strategy preferences between family and non-family entrepreneurs from mature micro and small-sized firms. It was found that both groups of entrepreneurs mostly opt for internal succession.Originality/valueThis paper presents a novel perspective, demonstrating that while non-family firms are not typically anticipated to adopt the same exit strategies as family firms, they may still opt for internal succession. Furthermore, we provide an insight into potential exit strategy decisions made in smaller firms, which have been less frequently analyzed compared to larger firms in the field of entrepreneurial exit.