This article critically analyses the fit between decision-making and strategy in the performance of family firms. Based on a configurative methodology, survey data were collected from privately owned firms. From analysis of this data, we conclude that the advantages and disadvantages of family participation within the business must acknowledge the strategic context utilised by the firm to compete in the marketplace. Family firms perform better if they follow a product/reputation differentiation strategy and balance their family and business-oriented decision-making, or if they follow a low-cost strategy and put the business first in their decision-making.
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