Academy of Entrepreneurship Journal Volume 25, Issue 3, 2019 1 1528-2686-25-3-265 DO NON-FAMILY MEMBER MANAGERS ENHANCE VENTURE PERFORMANCE OF FAMILY BUSINESSES? EVIDENCE FROM NIGERIA Agbaeze K. Emmanuel, University of Nigeria Nwakoby N. Peace, Nnamdi Azikiwe University Onwuka M. Ebele, Nnamdi Azikiwe Univeristy Chimeziem C.G. Udeze, Alex Ekwueme Federal University Olayinka A. Abiodun, University of Nigeria ABSTRACT This study examines the enhancing effect that non-family members plays on the performance of family businesses in Nigeria. Survey design was adopted and Data was collected through structured self- studied questionnaire designed on 5-point likert scale. The main source of data was primary and the target population consisted of owners/founders and top management staff of selected family businesses in five states of Southwest, Nigeria. A sample size of 538 was drawn from the study population of 26744 using Cronrach approach. The single hypothesis formulated was tested with Pearson product moment correlation coefficient at 0.05 level of significance. Based on the analyzed data, the study found a positive relationship between non-family member managers and venture performance among the selected firms because the former enhances the latter. It is advised that that family business in Nigeria must strive to maintain non-members of the family in the management structure so as to enjoy stellar venture performance and more business viable achievements. Keywords: Non-Family Managers, Venture Performance, Family Business, Management Structure. INTRODUCTION Family business which is a unique, complex and dynamic system often consists of a blend of two very different poles. At one of the poles is a performance-based world of business and at the other end there is the emotion-based domain of the family which results into potential conflict and confusion (Ibrahim & Ellis, 2004; McClendon & Kadis, 2004). A family business is any operations in which majority of the management rest within a family and in most cases two or more family members are often involved in the day to day affairs of such ventures. It is a business management combination of the family and the business. The families that are involved in the business are part of a task system (the business) and part of a family system as well. According to Mita (2009), a family business is a venture that is mainly owned by the members of a single family. Simply put, it is a business in which members of a family have major control and ownership as well as key commitments toward the overall wellbeing of the business. According to Ifekwen, et al. (2011), developing economies like African and Asian countries have come to realize the value and significant role family-controlled enterprises play in their economic development and growth. In most of the developing countries, much of the entrepreneurship activities and wealth lies with family-controlled enterprises thereby making family businesses to become the fastest growing sector of their economy. Family businesses come