Organizational antecedents of firms’ adoption of strategic human resource practices: Toward a reconciliation of CEO perceptions and family influence

Abstract

There is lively debate in the literature about the effects of family influence on employment practices. Particularly, little empirical research explores the role of family influence in driving a firm’s adoption of specific strategic human resource practices such as high-performance work systems. Drawing from the tenets of the resource-based and stewardship theories, this study examines the relationship between chief executive officers’ perceived human resource capability and firm adoption of high-performance work systems in family business, and the joint moderating effect of family management and ownership on the above linkage. Our analysis uses chief executive officer–human resource manager matched samples of 145 Taiwanese publicly listed firms, the results show that chief executive officers perceived human resource capability is significantly and positively associated with the adoption of high-performance work systems. Moreover, this relationship is found to be the strongest when the family assumes leadership in management (i.e. the firm has a family chief executive officer) and family ownership is high.

Flexible work arrangements in family firms: A socioemotional wealth perspective

“…The professional status of employees may indeed intervene in employers’ decision to offer them FWAs (Felstead and Reuschke, 2020). Second, the findings here cannot be generalised to every country because family firms’ strategic behaviour may vary across socio-institutional contexts (Arasli et al, 2019; Tsao et al, 2019). Furthermore, FWAs may prompt different outcomes across cultures (Peretz et al, 2018).…”

“…As suggested by prior family firm literature (e.g. Gomez-Mejia et al, 2018;Tsao et al, 2019), the influence of family on management practices may vary with its involvement in day-to-day business activities. Therefore, to test this study's hypotheses further, I carried out additional OLS analyses using a different measure for family firm status.…”