“Ethnic” family business or just family business? Human resource practices in the ethnic family firm

Kidwell, Roland E.; Hoy, Frank; Ibarreche, Santiago

doi:10.1016/j.jfbs.2012.01.004

Cited by 35 publications

(25 citation statements)

References 58 publications

(89 reference statements)

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“…Kidwell and Fish's (2007) study of small Australian family businesses concludes that the use of HRM (Human Resource Management) practices, like workers' commitment and motivation systems, positively affects effectiveness in HRM function of an enterprise, leadership, strategic alignment and profitability, and organizational size. Kidwell, Hoy, and Ibarreche (2012) propose that formal HRM practices positively affect HRM operations' effectiveness and alignment with the companies' general strategy, independently of the family business property and the organizations' management.…”

Section: Introductionmentioning

confidence: 99%

The effect of high performance work systems on small and medium size enterprises

Ivars

Martínez

2015

Journal of Business Research

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Section: Introductionmentioning

confidence: 99%

The effect of high performance work systems on small and medium size enterprises

Ivars

Martínez

2015

Journal of Business Research

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“…The literature on family businesses is wide ranging, with no widely accepted definition of family firms (Kontinen & Ojala, 2010;Schuman, Stutz, & Ward, 2010;Adams, Manners, Astrachan & Mazzola, 2004;Pradhan & Ranajee 2012;Zahra, 2003Zahra, , 2005Kidwell, Hoy & Ibarreche, 2012;Chua, Chrisman & Sharma, 1999;Rosenblatt, de Mik, Anderson & Johnson, 1985;Chrisman, Chua & Sharma, 2005;Olson, Zuiker, Danes, Stafford, Heck & Duncan, 2003;Gimeno et al, 2010).…”

Section: Fobs' Demographymentioning

confidence: 99%

“…The literature on family businesses is wide ranging, with no widely accepted definition of family firms (Kontinen & Ojala, ; Schuman, Stutz, & Ward, ; Adams, Manners, Astrachan & Mazzola, ; Pradhan & Ranajee ; Zahra, , ; Kidwell, Hoy & Ibarreche, ; Chua, Chrisman & Sharma, ; Rosenblatt, de Mik, Anderson & Johnson, ; Chrisman, Chua & Sharma, ; Olson, Zuiker, Danes, Stafford, Heck & Duncan, ; Gimeno et al, ). For example, Pradhan and Ranajee () and Kontinen and Ojala () count as a family firm any company in which majority ownership lies within a single family and majority of the family members are, or at some time were, directly or heavily involved in the business.…”

Section: Introductionmentioning

confidence: 99%

Turkish delight a public affairs study on family business: The influence of owners in the entrepreneurship orientation of family‐owned businesses

Harris

Özdemır

2020

Journal of Public Affairs

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Family‐owned businesses (FOBs) are as unique as the families that own and control them. As reported by Miller, Steier, and Le Breton‐Miller (2003, p.513), the founders of many of these businesses try to continue their legacy and ensure continued family control via intergenerational succession, as when they hand over leadership to their children. The initial statistics suggest only approximately one third of FOBs survive into the second generation, with just 12% remaining “viable” by the third, and only about 3% operating into the fourth generation or beyond. Thus, one of the central problems for FOBs is this inability to ensure competent cross‐generational family leadership through successful transfer of ownership and management to the next family generation. This is a core issue for the modern public affairs practitioner and policy maker, nationally and internationally, and the Turkish case is a good example of the multicomplex issues evident in succession planning and leadership for business founders and leaders in these organisations. A firm's strategic orientation is an indicator of the processes developed to integrate new information, to coordinate decisions, to examine the evolution of environmental factors, and to assess new projects (Escriba‐Esteve, Sanchez‐Peinado & Sanchez‐Peinado, 2009). However, few studies have provided a framework that jointly analyses the FOB owner characteristics, the mediating processes and attitudes by which owners shape the direction of their family firms, and the effect of these postures on firm performance. This paper addresses the influence of family business owner, over the behaviour of FOBs. By treating FOB owners' characteristics as predictors of a firm's strategic orientation, we seek to provide a deeper understanding of how the characteristics of FOB owners shape decision making process and FOBs' behaviours in order to successfully survive in generations. This study introduced the concept of FOB's entrepreneurship orientation (EO) as a variable that mediates between FOB owners' characteristics and business performance. The objective of this paper is twofold: (a) to identify the demographic predictors FOBs' EO and (b) to analyse the role of EO as a mediator of the relationship between FOB owners' characteristics and FOBs' performance.

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“…FH: This is an area where you and I have a shared research interest and have a publication with Roland Kidwell (Kidwell et al, 2012). We have discovered that there are multiple questions about family business HR practices that have yet to be answered:…”

Section: Mrjiam 112mentioning

confidence: 99%

Frank Hoy

Ibarreche

2013

Management Research: Journal of the Iberoamerican Academy of Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper aims to be a conversation with Frank Hoy, conducted by Santiago Ibarreche, about his career as an internationally known scholar in the field of entrepreneurship and family business. Design/methodology/approach -This paper is an interview. Findings -The interview explores Hoy's career, his achievements and continued search for excellence in terms of research, intertwined with his entrepreneurial ventures. Originality/value -The interview in this special section, A Life in Research, brings out an individual scholar's experience and history, not only as recognition of scholarly impact, but also as recognition of the person.

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“Ethnic” family business or just family business? Human resource practices in the ethnic family firm

Cited by 35 publications

References 58 publications

The effect of high performance work systems on small and medium size enterprises

The effect of high performance work systems on small and medium size enterprises

Turkish delight a public affairs study on family business: The influence of owners in the entrepreneurship orientation of family‐owned businesses

Frank Hoy

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