Employees’ Change-Oriented and Proactive Behaviors in Small- and Medium-Sized Family Businesses

Spieß, Teresa; Zehrer, Anita

doi:10.1007/978-3-030-15526-1_4

Cited by 6 publications

(6 citation statements)

References 68 publications

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“…For example, Chen and Dwyer [69] argue that place satisfaction increases residents' proactive participation in regional tourism development. However, family firms decide between proactive and reactive strategies based on their goals and scope of action [70]. Bansal and Roth [71], for instance, showed that firms base their decisions on voluntary sustainability practices according to legitimation, competitiveness, and environmental responsibility.…”

Section: Family Firms As Major Tourism Stakeholdersmentioning

confidence: 99%

Tourism Family-Business Owners’ Risk Perception: Its Impact on Destination Development

Glowka

Zehrer

2019

Sustainability

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In developing and sustaining tourism, destination management involves the coordination of various stakeholders, and theory suggests that securing sustainability, including stakeholder interests in decision-making and strategic planning is crucial. Therefore, understanding stakeholders’ interests and relationships is also essential. In the Austrian Alpine region, small- and medium-sized family businesses offering tourism products dominate the rural tourism landscape. However, little research has been done on how these family firms contribute to shaping the destination’s future. Therefore, through guided interviews, this qualitative study examined family-business owners’ perceptions of risks for Austrian tourism destination development. Family firms externalized such risks as labor shortage as a structural issue and neglected their responsibility to attract employees by improving working conditions. Thus, the externalization of risks to other stakeholder groups prevented family firms’ proactive approach to sustainable destination development.

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Section: Family Firms As Major Tourism Stakeholdersmentioning

confidence: 99%

Tourism Family-Business Owners’ Risk Perception: Its Impact on Destination Development

Glowka

Zehrer

2019

Sustainability

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“…Following a thorough review of the literature, 31 items were developed and classified into seven categories: the shortage of professional workers (4 items) (Cappelli, 2015; Green, 2016; Quintini, 2011), digital skills (5 items) (NTG Alliance, 2019), social skills (4 items) (NTG Alliance, 2019), green skills (3 items) (NTG Alliance, 2019), professional skills (3 items) (Cedefop, 2020; Jaschik, 2016; Schooley, 2017), instrumental attributes of employment (6 items) (Lievens and Highhouse, 2003; Spiess and Zehrer, 2020; Zopiatis et al , 2014), and symbolic image attributes (6 items) (Cavazotte et al , 2012; Kusluvan and Kusluvan, 2000; Spiess and Zehrer, 2020). All the items are in Appendix.…”

Section: Methodsmentioning

confidence: 99%

“…(NTG Alliance, 2019), green skills (3 items) (NTG Alliance, 2019), professional skills (3 items) (Cedefop, 2020;Jaschik, 2016;Schooley, 2017), instrumental attributes of employment (6 items) (Lievens and Highhouse, 2003;Spiess and Zehrer, 2020;Zopiatis et al, 2014), and symbolic image attributes (6 items) (Cavazotte et al, 2012;Kusluvan and Kusluvan, 2000;Spiess and Zehrer, 2020). All the items are in Appendix.…”

Section: Research Instrumentmentioning

confidence: 99%

“…However, existing studies on skill shortages have primarily focused on either the supply side of employees (Ashton, 2018; Elshaer and Marzouk, 2019; Köşker et al , 2019) or the demand side of employers (Ashton, 2018; Bennett and McGuinness, 2009; Davidson et al , 2011; Tfaily, 2018). To the best of our knowledge, little research has compared both perspectives (Willie et al , 2017), especially in a hospitality setting that includes industry image (Spiess and Zehrer, 2020) and its potential effect on workforce behavioral intentions (Leekha et al , 2014). Furthermore, rural hospitality skills have received little research (Adeyinka-Ojo, 2018).…”

Section: Introductionmentioning

confidence: 99%

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Antecedents of labor shortage in the rural hospitality industry: a comparative study of employees and employers

Innerhofer

Nasta²,

Zehrer³

2022

JHTI

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PurposeAlthough the role of human capital in the hospitality sector is critical, the industry faces challenges in attracting workers with a poor industry image frequently mentioned regarding labor shortages. This research paper attempts to investigate the factors influencing labor shortages by presenting the perspectives of employees and employers.Design/methodology/approachPrecisely 232 rural hospitality industry employees (n = 128) and employers (n = 104) in Northern Italy were surveyed using a written close-ended online survey and a quantitative research design as part of a convenience sampling approach. For hypotheses testing, Spearman's rho was used.FindingsA relationship between the shortage of professional workers and a variety of factors was found, including professional, digital, social and green skills, industry-intrinsic characteristics and symbolic image attributes of the industry. The findings show that some factors are more important for employees, while others are more significant for employers.Practical implicationsThis study demonstrates several practical implications for the hospitality sector by addressing the under-researched stakeholder group of existing hospitality employees, e.g. improving working conditions, reduction of manual operations through digital technologies, realistic career planning, employer branding, identification of skill deficiencies and provision of specialized trainings.Originality/valueMost research on labor shortages in the hospitality industry has focused on the perspective of either employees or employers. This study compares both perspectives, including the industry image, to gain a realistic picture of the relevant factors for a rural tourism destination in Northern Italy.

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“…Familiness can be seen as a unique and inseparable resource and can create a competitive advantage for the company (Habbershon & Williams, 1999;Lattuch, 2019). The fact that family-run companies can offer applicants a special work environment with unique characteristics is called distinctive familiness, as it sets it apart from other forms of companies (Spiess & Zehrer, 2020). If the valuable resource of familiness is not used for the benefit of the company, this is called constrictive familiness (Habbershon & Williams, 1999).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Employer attractiveness of family businesses in the it-industry: the effect of personality traits and the moderating role of ownership communication

Schlögl¹,

Nickel²,

Faißt³

et al. 2022

JHRMAD

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Purpose - Employing a qualified workforce is a crucial topic for organization-al success. Research on employer branding in family businesses has not come to a clear conclusion of which family business characteristics might be attractive for which potential employees. Aim(s) - This paper focuses on family businesses in the IT industry to ana-lyze whether they might or might not profit from the communication of family involvement. Design/methodology/approach - To answer the research question, an online survey was conducted. The participants were divided into two groups, whereby one group was manipulated by the communication of the ownership. Findings - The results show that family businesses are associated with greater security but fewer development opportunities. In addition, certain personality traits of job applicants influence the perception of organizational attractiveness. However, the communication of ownership had no signifi-cant influence on employer attractiveness. Similarly, the varying importance of job security and development opportunities among applicants cannot be clearly explained by personality traits. Limitation of the Study - The final sample size was relatively small. In addi-tion, in reality the applicants would be provided with more and more de-tailed information about the company. The representativeness and general-izability of the survey must therefore be questioned. Practical implications – As the results show a positive correlation between perceived job security, opportunities for further development and attrac-tiveness, it might be valuable for family businesses to support and com-municate job security and opportunities for further development for raising increased attractiveness. Originality/value - The attempt is made to give companies, especially family businesses, a better understanding of the effect of communicating the ownership relationship on potential applicants.

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Employees’ Change-Oriented and Proactive Behaviors in Small- and Medium-Sized Family Businesses

Cited by 6 publications

References 68 publications

Tourism Family-Business Owners’ Risk Perception: Its Impact on Destination Development

Tourism Family-Business Owners’ Risk Perception: Its Impact on Destination Development

Antecedents of labor shortage in the rural hospitality industry: a comparative study of employees and employers

Employer attractiveness of family businesses in the it-industry: the effect of personality traits and the moderating role of ownership communication

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