Employee's Organizational Preferences: a Study of Family Businesses

• Autorzy: Ravindra Hewa Kuruppuge , Aleš Gregar
• Języki publikacji: EN

Abstrakty

EN

Favouring family members, family businesses are often labelled as 'traditional' in technology, 'conventional' in business focus, 'less energetic' in development and 'less exciting' in change. Yet, the choice of potentially having a non-family employee to work in a family firm is critical and the career path of such employees is often uncertain. Accordingly, this study focuses on identifying and examining the factors behind organizational preferences of non-family employees working in family businesses in Sri Lanka. The survey data covering 145 employees working in 15 privately held family businesses were analyzed using descriptive statistics and stepwise logistic regressions. The results indicate a negative influence of the marital status of the employees and also in the degree of personal rewards whilst job status, the labor market experience, influence from family members and recognition in business from the society have shown a positive effect on being employed in family business as a non-family employee.(original abstract)

Słowa kluczowe

EN

Employee behaviours; Organisational behaviour; Family-owned business

PL

Zachowania pracownika; Zachowania organizacyjne; Przedsiębiorstwo rodzinne

• Czasopismo: Economics & Sociology
• Rocznik: 2018
• Tom: 11
• Numer: nr 1
• Strony: 255--266

Twórcy

autor

Ravindra Hewa Kuruppuge

• Tomas Bata University in Zlín, Czech Republic

autor

Aleš Gregar

• Tomas Bata University in Zlín, Czech Republic

Bibliografia

• Allio, M. K. (2004). Family businesses: their virtues, vices, and strategic path. Strategy & Leadership, 32(4), 24-34.
• Astrachan Binz, C. (2014). Branding the family firm: an empirical exploration of the antecedents and consequences of family firm brand promotion. Dissertation. Witten, Deutschland: Universität Witten/Herdecke.
• Astrachan Binz, C., Hair, J. F. Jr., Pieper, T. M., Baldauf, A. (2013). Exploring the effect of distinct family firm reputation on consumers' preferences. Journal of Family Business Strategy, 4(1), 3-11.
• Bassanini, A., Breda, T., Caroli, E., Rebérioux, A. (2013). Working in family firms: paid less but more secure? Evidence from French matched employer-employee data. Industrial & Labor Relations Review, 66(2), 433-466.
• Block, J. (2010). Family management, family ownership, and downsizing: evidence from S&P 500 firms. Family Business Review, 23(2), 1-22.
• Craig, J. B., Dibrell, C., Davis, P. S. (2008). Leveraging family-based brand identity to enhance firm competitiveness and performance in family businesses. Journal of Small Business Management, 46(3), 351-371.
• Ensley, M. D., Pearson, A. W. (2005). An exploratory comparison of the behavioral dynamics of top management teams in family and nonfamily new ventures: cohesion, conflict, potency, and consensus. Entrepreneurship Theory and Practice, 29(3), 267-284.
• Hauswald, H., Hack, A., Kellermanns, F. W., Patzelt, H. (2015). Attracting new talent to family firms: who is attracted and under what conditions? Entrepreneurship Theory and Practice.
• Jex, S. M., Britt, T. W. (2008). Organizational Psychology: A Scientist-Practitioner Approach, 2nd ed. John Wiley & Sons Hoboken, NJ, US.
• Block, J. H., Christian, O. F., Lauc J., Obschonkad, M., Presse, A. (2016). Who prefers working in family firms? An exploratory study of individuals' organizational preferences across 40 countries. Journal of Family Business Strategy, 7, 65-74.
• Krappe, A., Goutas, L., Von Schlippe, A. (2011). The family business brand: an enquiry into the construction of the image of family businesses. Journal of Family Business Management, 1(1), 37-46.
• Kristof, A. L. (1996). Person-organization fit: an integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49(1), 1-49.
• Kuruppuge, R. H., Gregar, A. (2017). Family Involvement, Employee Engagement and Employee Performance in Enterprising Family Firms. Universitatis Agriculturae ET Silviculturae Mendelianae Brunensis, 65(5), 1695-1707.
• Orth, U. R., Green, M. T. (2009). Consumer loyalty to family versus non-family business: the roles of store image, trust and satisfaction. Journal of Retailing and Consumer Services, 16(4), 248-259.
• Poza, E. J., Alfred, T., Maheshwari, A. (1997). Stakeholder perceptions of culture and management practices in family and family firms. Family Business Review, 10(2), 135-155.
• Randerson, K., Bettinelli, C., Fayolle, A., Anderson, A. (2015). Family entrepreneurship as a field of research: exploring its contours and contents. Journal of Family Business Strategy, 6(3), 143-154.
• Reed, P., Wu, Y. (2013). Logistic regression for risk factor modeling in stuttering research. Journal of Fluency Disorders, 38, 88-101.
• Salvato, C., Lief, M. (2008). Creating value across generations in family-controlled businesses: the role of family social capital. Family Business Review, 21, 259-276.
• Van Willigen, A. E. (2000). Person-organization fit: the match between newcomers' and recruiters' preferences for organizational cultures. Personnel Psychology, 53(1), 113-149.
• Velez, B. L., Moradi, B. (2012). Workplace support, discrimination, and person-organization fit: tests of the theory of work adjustment with LGB individuals. Journal of Counselling Psycholgy, 59, 399-407.
• Zellweger, T. M., Kellermann, F. W., Eddleston, K. A., Memili, E. (2012). Building a family firm image: how family firms capitalize on their family ties. Journal of Family Business Strategy, 3(4), 239-250.

Identyfikatory

DOI

10.14254/2071-789X.2018/11-1/17