Effects of kin density within family-owned businesses

Spranger, Jennifer L.; Colarelli, Stephen M; Dimotakis, Nikolaos; Jacob, Annalyn C.; Arvey, Richard D.

doi:10.1016/j.obhdp.2012.07.001

Cited by 35 publications

(25 citation statements)

References 46 publications

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“…Of the 398 participants, 279 (70%) were nonfamily managers and 119 (30%) were family managers. These proportions, and those for the other individual-level characteristics reported in Table 1, are similar to those reported in prior surveys of employees working within U.S.-based family firms (e.g., Carmon, Miller, Raile, & Roers, 2010; Khanin, Turel, & Mahto, 2012; Spranger, Colarelli, Dimotakis, Jacob, & Avery, 2012). Likewise, the organizational-level characteristics are comparable with the descriptive data reported in these and other survey-based studies of small- and medium-sized family businesses in the United States (e.g., Eddleston, Kellermanns, & Sarathy, 2008; Jennings, Jennings, & Joo, 2015).…”

Section: Methodssupporting

confidence: 81%

Is It Better to Govern Managers via Agency or Stewardship? Examining Asymmetries by Family Versus Nonfamily Affiliation

James

Jennings

2017

Family Business Review

103

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This article examines whether agency or stewardship is the more effective form of managerial governance within family firms. Synthesizing arguments regarding the differential tendencies of nonfamily versus family managers and the bifurcated manner in which they are likely to be governed, we propose asymmetric responses to agency versus stewardship mechanisms. Our empirical results provide evidence challenging common assumptions regarding the behavior exhibited by nonfamily versus family managers and the mechanisms by which each is governed. Although our findings also provide evidence of response asymmetry, they nevertheless point to the greater effectiveness of stewardship over agency governance irrespective of a manager’s family affiliation.

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Section: Methodssupporting

confidence: 81%

Is It Better to Govern Managers via Agency or Stewardship? Examining Asymmetries by Family Versus Nonfamily Affiliation

James

Jennings

2017

Family Business Review

103

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“…Yet the presence and favoring of kin in modern organizations is problematic to achieving the modern ethos of merit and universalism (Nicholson, 2015) and may have implications for greater employee theft (O’Brien, Minjock, Colarelli, & Yang, 2017). In family-owned businesses, tensions exist between family-member and non–family-member employees, with the latter feeling greater injustice, particularly when family-member density is high (Spranger et al, 2012). Accordingly, many organizations have implemented antinepotism policies.…”

Section: The Role Of Mismatch In Psychologymentioning

confidence: 99%

“…Although mismatch concepts have been raised in biology (e.g., Schlaepfer, Runge, & Sherman, 2002), economics (Burnham, 2016; Kanazawa, 2004), health (Buss, 2000), medicine (Nesse & Williams, 1994), and social (Maner & Kenrick, 2010), cognitive (Tooby & Cosmides, 1990), and organizational (Spranger, Colarelli, Dimotakis, Jacob, & Arvey, 2012; van Vugt & Ronay, 2014) psychology, there has been little or no systematic organization of core principles, evidence, and implications for psychology. The purpose of this article is to fill that gap.…”

mentioning

confidence: 99%

The Evolutionary Mismatch Hypothesis: Implications for Psychological Science

Vugt

Colarelli

2017

Curr Dir Psychol Sci

Self Cite

215

185

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Human psychological mechanisms are adaptations that evolved to process environmental inputs, turning them into behavioral outputs that, on average, increase survival or reproductive prospects. Modern contexts, however, differ vastly from the environments that existed as human psychological mechanisms evolved. Many inputs now differ in quantity and intensity or no longer have the same fitness associations, thereby leading many mechanisms to produce maladaptive output. We present the precepts of this evolutionary mismatch process, highlight areas of mismatch, and consider implications for psychological science and policy.

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“…From the organizational perspective, the social dilemmas of SCPs have an analogy in the fundamental need for sleep. Like the preference for kin (Spranger, Colarelli, Dimotakis, Jacob, & Arvey, 2012), sleep is a powerful motivator. Numerous studies have shown that variables associated with sleep can have effects on work performance (Driskell & Mullen, 2005; Wyatt & Bootzin, 1994).…”

Section: Naps and Nepotismmentioning

confidence: 99%

Policing Nepotism and Cronyism Without Losing the Value of Social Connection

Jones

Stout

2015

Ind. Organ. Psychol.

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Antinepotism policies are common in work organizations. Although cronyism appears to be commonplace as well, official policing of cronyism is less common. We argue that social connections in some crony relationships and apparently nepotic ones may add considerable value to organizations. We also argue that policing of nepotic relationships can be a form of unfair discrimination when the perception of inequity, rather than its reality, is being policed. Finally we consider effective approaches that simultaneously preserve the value of social connection, avoid the actual ethical breaches associated with some social connections, and avoid any unfair discrimination on the basis of group memberships (in this case, family and friends).

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Effects of kin density within family-owned businesses

Cited by 35 publications

References 46 publications

Is It Better to Govern Managers via Agency or Stewardship? Examining Asymmetries by Family Versus Nonfamily Affiliation

Is It Better to Govern Managers via Agency or Stewardship? Examining Asymmetries by Family Versus Nonfamily Affiliation

The Evolutionary Mismatch Hypothesis: Implications for Psychological Science

Policing Nepotism and Cronyism Without Losing the Value of Social Connection

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