Exploring a Faith-Led Open-Systems Perspective of Stewardship in Family Businesses

Carradus, Angela; Zozimo, Ricardo; Cruz, Allan Discua

doi:10.1007/s10551-019-04387-2

Cited by 25 publications

(23 citation statements)

References 61 publications

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“…Using a Christian-based understanding of stewardship, which is reflected by a balance of interest between an owner or manager's responsibility to God on the one hand, and to his or her fellow (wo)man on the other, their contribution furthers our understanding of stewardship orientations, which generally assumes its origins in psychological or sociological factors (e.g., Hernandez, 2012;Neubaum et al, 2017). Using an open-systems analysis of six autobiographies of Christian family businesses, the authors find that "faith-led practices not only shape the way stewardship develops, but also support the emergence of new stewards across the organization" (Carradus et al, 2020). This interestingly challenges the afore-mentioned assumption that values, principles and norms are guided from the top, instead suggesting that individuals, regardless of their hierarchical roles, can influence value formation and preservation.…”

Section: Faith-led Organizational Practicesmentioning

confidence: 91%

Values, Spirituality and Religion: Family Business and the Roots of Sustainable Ethical Behavior

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Section: Faith-led Organizational Practicesmentioning

confidence: 91%

Values, Spirituality and Religion: Family Business and the Roots of Sustainable Ethical Behavior

et al. 2020

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“…The family's value system also strongly affects decision-making in organizations (Blodgett et al 2011;Duh et al 2010;Everett 1986;Sharma and Sharma 2011), and religious values are especially important for family firms' ethical practices (Astrachan et al 2020;Kavas et al 2020). Faith-oriented organizational practices, for instance, shape the development of stewardship (Carradus et al 2020) or philanthropic activities in family firms (Bhatnagar et al 2020).…”

Section: Ethical Decision-making In Family Firmsmentioning

confidence: 99%

“…Recent research applies an ethics-based view of family firms and highlights that shared beliefs, norms, experiences, and values are necessary for a values-based leadership style (Barbera et al 2020). Other scholars find that a religious identity represents the most influential moral source of family business ethics (Dieleman and Koning 2020); they emphasize that such stewardship is often embedded in faith-based values (Carradus et al 2020). Research has found that most family businesses behave more ethically than non-family firms and attributed this to (1) family involvement, (2) the specific personalities and values present in family firms, and (3) the specific social interactions among family members (Vazquez 2016).…”

Section: Introductionmentioning

confidence: 99%

Ethical Decision-Making in Family Firms: The Role of Employee Identification

2021

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The ethical behavior prevalent in an organization often determines business success or failure. Much research in the business context has scrutinized ethical behavior, but there are still few insights into its roots; this study furthers this line of inquiry. In line with identity work theory, we examine how employees’ identification with a family business shapes internal ethical decision-making processes. Because it is individuals who engage in decision-making—be it ethical or not—our research perspective centers on the individual level. We followed an inductive, qualitative approach and conducted interviews with 19 employees in seven family businesses. We found that individuals engage in identity work when they identify as individual family firm employees and when they identify with the perceived characteristics of the family firm. These processes of identification, in turn, influence how employees cope with ethical situations. Our findings contribute to ethics and family business research, as well as to identity theory.

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“…A stewardship lens is relevant for this study, as it is based on the recognition that family business owners and managers are not always self-serving, and that goals and motivations can be aligned as understanding about who they serve, which includes the whole organisation in the long run (Davis et al , 2010). Based on such features, recent studies advocate that stewardship practices and behaviours are more likely to be evident in family firms than in non-family firms (Carradus et al , 2019; Neubaum et al , 2017). Dodd and Dyck (2015, p. 314) argue that longer-term commitment to their firm, reputation enhancement through engaging in stewardship activities and shared identification of members with core cultural values may explain why family firms place greater emphasis on stewardship.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Being different matters! A closer look into product differentiation in specialty coffee family farms in Central America

Cruz

Caffarena²,

Solano

2020

CCSM

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PurposeThere is a growing interest in understanding the strategic behaviour of family firms producing international commodities such as coffee, particularly in contexts where decisions about what products to sell, where to commercialise them and how to promote them appear to be highly based on both business and family aspects. The purpose of this paper is to explore product differentiation strategies in family firms in the specialty coffee industry across Latin American countries. Whilst the socioeconomic relevance of coffee production in Central America is unequivocal, the approach and rationale of families that engage in specialty coffee production remain underexplored.Design/methodology/approachThis study examines product differentiation in specialty coffee family farms across countries in Central America: Guatemala, Honduras and Nicaragua. The study relies on in-depth interviews, case studies and an interpretative approach to unpick the dynamics of product differentiation by families in business dedicated to producing specialty coffee.FindingsThe findings show that product differentiation in specialty coffee family farms is influenced by both business and family aspects and driven by entrepreneurial stewards. Coffee-farming families can engage in product differentiation through a shared vision, a combination of traditional and specialised knowledge, and through the continuous development of an exchange network. The findings reveal a connection between families in business balancing family and business interests, and the strategic intention to build up their assets entrepreneurially over time.Originality/valueThis study contributes to the literature on stewardship and strategic behaviour in family firms when families in business engage in differentiating their products in a highly competitive industry. More specifically, this study focuses on companies across countries where coffee is of crucial socioeconomic importance, and where the said companies are owned and managed by families. The study expands understanding of product differentiation in family-enterprise-first businesses and suggests that the family elements in differentiation can be explained through an entrepreneurial stewardship perspective.

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Exploring a Faith-Led Open-Systems Perspective of Stewardship in Family Businesses

Abstract: 8

Cited by 25 publications

References 61 publications

Values, Spirituality and Religion: Family Business and the Roots of Sustainable Ethical Behavior

Values, Spirituality and Religion: Family Business and the Roots of Sustainable Ethical Behavior

Ethical Decision-Making in Family Firms: The Role of Employee Identification

Being different matters! A closer look into product differentiation in specialty coffee family farms in Central America

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