The Impact of the Family-owned Businesses Specificity on the Dominance of the Cultural Features in their Organizational Structures - Theoretical Approach

• Autorzy: Małgorzata Bartosik-Purgat , Alicja Hadryś-Nowak
• Języki publikacji: EN

Abstrakty

EN

The purpose of this article is to show how the specifics of family businesses (the "familiness") affects the company's organization culture. In other words, the article aim is to identify the specific impact of family businesses on certain cultural traits identified in international studies and in the literature as "culture's dimensions ".Literature analysis and the results of previous research on family businesses let the authors to specify a list of characteristics that "possession", in the most comprehensive way, describes the specifics of the family business. Based on the literature review authors decided to select some dimensions - cultural traits that are particularly distinctive and noticeable in family businesses, such as: universalism/particularism and status assigned/achieved according to Trompenaars and Hampden-Turner, power distance and femininity/masculinity according to Hofstede, pro-partnership/pro-transaction according to Gesteland. Combining the specificity of family and selected cultural dimensions authors found that in family businesses predominate particularistic behavior, hierarchies, there is also a high power distance but with the advantage of setting pro-partnership and female characteristics. In family businesses, there is also a predominance of assigned status. Conducted analysis leads authors to the conclusion that family businesses, regardless of their country and its cultural differences in which they operate, have common features, which are expressed in the intensity of specific cultural characteristics. The article is a theoretical analysis and will be the basis for forward empirical research. (original abstract)

Słowa kluczowe

EN

Family-owned business; Organisational culture; National culture; Foreign markets

PL

Przedsiębiorstwo rodzinne; Kultura organizacyjna; Kultura narodowa; Rynki zagraniczne

• Czasopismo: Journal of Intercultural Management
• Rocznik: 2014
• Numer: vol. 6, nr 4, cz. 2
• Strony: 49--66

Twórcy

autor

Małgorzata Bartosik-Purgat

• Uniwersytet Ekonomiczny w Poznaniu

autor

Alicja Hadryś-Nowak

• Uniwersytet Ekonomiczny w Poznaniu

Bibliografia

• Adams J.S., Taschian A., Shore T.H., [1996], Ethics in family and nonfamily owned firms: an exploratory study, "Family Business Review", Vol. 9 No. 2, pp. 157-170.
• Athanassiou N., Crittenden W.F., Kelly L.M., Marquez P., [2002], Founder centrality effects on the Mexican family firm1s top management group: firm culture, strategic vision, and goals and firm performance, "Journal of World Business", 37, pp. 139-150.
• Bartosik-Purgat M., [2011], Kulturowe uwarunkowania zachowań konsumentów na przykładzie młodych Europejczyków, Wyd. UEP, Poznań.
• Brice W.D., Richardson J., [2009], Culture in family business: a two-country empirical investigation, "European Business Review", Vol. 21 No. 3, pp. 246-262.
• Calza F., Aliane N., Cannavale Ch., [2010], Cross-cultural differences and Italian firms' internationalization in Algeria. Exploring assertiveness and performance orientation, "European Business Review", Vol. 22 No. 2, pp. 246-272.
• Chua J.H., Chrisman J.J., Sharma P., [1999], Defining the Family Business by Behavior, "Entrepreneurship Theory and Practice", Vol.32 No. 4.
• Cohn M., [1992], Passing the Torch, Succession, Retirement, Estate Planning in Family - Owned Business, McGraw-Hill, Inc, New York.
• Davis J.A., Stern D., [1980], Adaptation, survival, and growth of the family business: An integrated system perspective, "Human Relations", No. 34.
• Davis P.S., Harveston P.D., [2001], The phenomenon of substantive conflict in the family firm: a cross-generational study, Journal of Small Business Management, Vol. 39 No. 1, s. 14-30.
• Erdem F., Başer G.G., [2010], Family and business values of regional family firms: a qualitative research, "International Journal of Islamic and Middle Eastern Finance and Management", Vol. 3 No. 1, pp. 47-64.
• Friedman S.D., [1991], Sibling Relationships and Intergenerational Succession in Family Firms, "Family Business Review", No. 4.
• Gesteland R.R., [2001], Cross-Cultural Business Behavior. Marketing Negotiating and Managing Across Cultures, Copenhagen Business School Press, Copenhagen.
• Gorynia M., Bartosik-Purgat M., Jankowska B., Owczarzak R., [2005], Strategie firm polskich wobec ekspansji inwestorów zagranicznych, PWE, Warszawa.
• Habbershon T.G., Wiliams M.L., [1999], A resource-based framework for assessing the strategic advantages of family firms, "Family Business Review", Vol. 13, No. 1.
• Harvey F., [1997], National Cultural Differences In Theory and Practice. Evaluating Hofstede's National Cultural Framework, "Information Technology & People", Vol. 10 No. 2, s. 132-146.
• Hofstede G., Hofstede G.J., Minkov M., [2010], Cultures and Organizations: Software of the Mind. 3rd Edition, McGraw-Hill USA.
• Jaffe D.T., [1990], Working with ones you love: Conflict resolution and problem solving strategies f or a successful business, Barkeley, CA, Conari.
• Jaw B-S., Ling Y-H., Wang Ch.Y-P., Chang W-Ch., [2007], The impact of culture on Chinese employees' work values, Personnel Review, Vol. 36 No. 1, pp. 128-144.
• Kets de Vries M., [1993], The dynamics of family controlled firms: the good and the bad news, "Organizational Dynamics", Vol. 21 No. 3, pp. 59-71.
• Kim Y., Gao F.Y., [2013], Does family involvement increase business performance? Family-longevity goals' moderating role in Chinese family firms, "Journal of Business Research", No. 66, s. 265- 274.
• Klein A., Waxin M.F., Radnell E., [2009], The impact of the Arab national culture on the perception of ideal organizational culture in the United Arab Emirates, Education, "Business and Society: Contemporary Middle Eastern Issues", Vol. 2 No. 1, p. 44-56.
• Leenders M., Waarts E., [2003], Competitiveness and Evolution of Family Businesses: The Role of Family and Business Orientation, "European Management Journal", Vol. 21, No. 6, pp. 686-697.
• Lyman A.R., [1991], Customer service: does family ownership make a difference?, "Family Business Review", Vol. 4 No. 3, pp. 303-324.
• Niedbała E., 2003, Firmy rodzinne - obiekt badawczy, MBA 2003 nr 5.
• Pant P.N., Rajadhyaksha V.G., [1996], Partnership with Asian family business - what every multinational corporation should know, "Long Range Planning", Vol. 29 No. 6, pp. 812-820.
• Poza E.J., Alfred T., Maheshwari A., [1997], Stake-holder perceptions of culture and management practices in family and family firms - a preliminary report, "Family Business Review", Vol. 10 No. 2, pp. 135-55.
• Rao P., [2009] The role of national culture on Mexican staffing practices, "Employee Relations", Vol. 31 No. 3, pp. 295-311.
• Safin K., [2002], Zarządzanie małą firmą, AE , Wrocław.
• Schulze W.S., Lubatkin M.H., Dino R.N., Buchholtz A.K., [2001], Agency relationships in family firms: theory and evidence, "Organization Science", Vol. 12 No. 2, pp. 99-116.
• Sonfield M.C., Lussier R.N., [2004], First-, second-, and third-generation family firms: a comparison, "Family Business Review", Vol. 17 No. 3, pp. 189-202.
• Trompenaars F., Hampden-Turner Ch., [2002], Siedem wymiarów kultury, Oficyna Ekonomiczna, Kraków.
• Vallejo M.C., [2008], Is the culture of family firms really different? A value-based model for its survival through generations, "Journal of Business Ethics", Vol. 81, pp. 261-79.
• Van Oudenhoven J.P., [2001], Do organizations reflect national cultures? A 10-nation study, "International Journal of Intercultural Relations", 25, pp. 89-107.
• Zellweger T.M., Astrachan J.H., [2008], On the emotional value of owning a firm, "Family Business Review", Vol. 21 No. 4, pp. 347-63.

Identyfikatory

DOI

10.2478/joim-2014-0056