Analytical study of family business in Bulgaria

  • 1 Technical University of Varna, Department Industrial Management


On a global scale, family businesses are considered to be a key element of the local and national economy. The role and importance of family business stems from the fact that this business is an important source of economic growth and prosperity. It makes an important contribution to the formation of gross domestic product. At the same time, family business contributes significantly to employment growth and job creation. In addition, this business contributes to the socio-economic and social development of the local, regional and national level of the country. In addition, it is important to emphasize that the role and importance of the family business is also determined by the fact that it is regarded as an essential basis for training entrepreneurs. This importance is due to the fact that the family business develops an entrepreneurial spirit and a new business culture. As a result of the analytical study of the nature and characteristics of the family business in the country, recommendations and guidelines for its promotion have been presented



  1. Damyanov D., Technology of Innovation, ed. PRIMAX - Rouse, 2019, ISBN 978-619-7242-58-4, (monograph),
  2. Damyanov D., Demirova S. Determination of innovation activity of enterprises with discrete nature of production. NTS- Collection of reports ADP, 2011, Sozopol, page 532-537 ,ISSN 1310-3946
  3. National Institute of Statistics, "Family Business Statistics in Bulgaria", 2018.
  4. Chrisman, J. J., Chua, J. H., Kellermanns, F. W., Matherne, C. F., I. I. I., & Debicki, B. J. (2008). Management journals as venues for publication of family business research. Entrepreneurship Theory and Practice, 32(5), 927–934.
  5. Chu, W. (2009). The influence of family ownership on SME performance: Evidence from public firms in Taiwan. Small Business Economics, 33(3), 353–373.
  6. Danes, S. M., Stafford, K., & Loy, J. T.-L. (2007). Family business performance: The effects of gender and management. Journal of Business Research, 60(10), 1058–1069.
  7. Kelly, L. M., Athanassiou, N., & Crittenden, W. F. (2000) Founder centrality and strategic behavior in the familyowned firm. Entrepreneurship Theory and Practice, 25(2), 27–42.
  8. Lansberg, I., & Astrachan, J. H. (1994). Influence of family relationships on succession planning and training: The importance of mediating factors. Family Business Review, 7(1), 39–59.
  9. Sharma, P. (2004). An overview of the field of family business studies: Current status and directions for the future Family Business Review, 17(1), 1–35.
  10. Vallejo, M. C. (2011). A model to study the organizational culture of the family firm. Small Business Economics, 36(1), 47– 64.
  11. Zahra, S. A., & Sharma, P. (2004). Family business research: A strategic reflection. Family Business Review, 17(4), 331–346.

Article full text

Download PDF