Prosperity over time and across generations: the role of values and virtues in family businesses

Parada, María José; Samara, Georges; Dawson, Alexandra; Bonet, Eduard

doi:10.1108/jocm-11-2018-0341

Cited by 23 publications

(21 citation statements)

References 59 publications

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“…Given our results, it is important that managers invest in internal stakeholders' -especially employees' -positive perceptions of CSR in order to enhance the overall organizational climate. Hence, more attention needs to be directed toward HR processes, such as recruitment and work rewards (Samara & Paul, 2019;, in order to foster a stronger sense of identification and commitment among employees (Parada et al, 2019). Our results also demonstrate that in the Italian food industry sector the ethical orientation of the firm influences employees' identification with their company.…”

Section: Managerial Implicationsmentioning

confidence: 64%

“…When companies engage in activities that promote the welfare of their employees, this can create a sense of oneness with the company and its employees, as workers are likely to feel not only proud but also as an integrated, valued and congruent part of the organization in question (Peterson, 2004;Riketta, 2005). Similarly, when justice principles that promote merit are an integral part of CSR to employees, they in turn become central and enduring attributes of the organization HRM practices (Dutton et al, 1994;Parada et al, 2019). Based on signaling theory, individuals working in a company that has obtained an SA8000 certification will expect to be well-treated and will identify by their companies internal CSR practices.…”

Section: Hypotheses Development Csr and Oimentioning

confidence: 99%

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Is internal CSR really less impactful in individualist and masculine Cultures? A multilevel approach

Jamali

Samara

Zollo

et al. 2019

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Purpose Drawing on signaling theory and adopting a multilevel approach, the purpose of this paper is to investigate how meso-organizational attributes interact with the macro cultural context to affect employees’ behavioral responses to internal corporate social responsibility (CSR) initiatives. This study unpacks the behavioral process through which internal CSR affects employees’ organizational citizenship behavior in an organization that has obtained SA8000 and that operates in an understudied Italian context characterized by high individualism and masculinity. Design/methodology/approach Bootstrapped multi-mediation analysis was used on a sample of 300 employees operating in one of the most important and largest Italian retail stores active in the food industry and involved in socio-environmental responsibility. Findings Results show that when a company obtains an internal CSR quality credential, particularly SA8000, an auditable certification standard that signals that a company goes beyond compliance standards to tailor to the well-being of its employees, it will likely attract like-minded employees that will positively react to internal CSR initiatives even when operating in a highly individualistic and masculine culture such as Italy. Originality/value While prior research has shown that internal CSR initiatives have a lower and, in some cases, an insignificant impact on employees’ behavioral outcomes in cultures characterized by individualism and masculinity, this study shows that the interaction between the cultural setting and company specific attributes can turn this effect to be significant, strong, and positive.

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Section: Managerial Implicationsmentioning

confidence: 64%

Section: Hypotheses Development Csr and Oimentioning

confidence: 99%

Is internal CSR really less impactful in individualist and masculine Cultures? A multilevel approach

Jamali

Samara

Zollo

et al. 2019

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“…Family and business employ different time measurements. Literature suggests that it is difficult to understand what happens in a family business if we do not consider the temporal dimension (Parada et al, 2019). Family businesses are defined by the desire for transgenerational sustainability, which leads to successive generations being involved in the business.…”

Section: Introductionmentioning

confidence: 99%

The adoption of governance mechanisms in family businesses: an institutional lens

Parada

Gimeno

Samara

et al. 2020

JFBM

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PurposeDespite agreement on the importance of adopting governance structures for developing competitive advantage, we still know little about why or how governance mechanisms are adopted in the first place. We also acknowledge that family businesses with formal governance mechanisms in place still resort to informal means to make decisions, and we lack knowledge about why certain governance mechanisms are sometimes, but not always, effective and functional. Given these research gaps, and drawing on institutional theory, we aim to explore: How are governance structures adopted and developed in family firms? Once adopted, how do family businesses perceive these governance structures?Design/methodology/approachUsing Mokken Scale Analysis, a method suitable to uncover patterns/sequences of adoption/acquisition over time, we analyze a dataset of 1,488 Spanish family firms to explore if there is a specific pattern in the implementation of governance structures. We complement the analysis with descriptive data about perceived usefulness of such structures.FindingsOur findings highlight two important issues. Family businesses follow a specific process implementing first business governance (board of directors, then executive committee), followed by family governance (family council then family constitution). We suggest they do so in response to institutional pressures, given the exposure they have to business practices, and their need to appear legitimate. Despite formal adoption of governance structures, family businesses do not necessarily consider them useful. We suggest that their perception about the usefulness of the implemented governance structures may lead to their ceremonial adoption, resulting in a gap between the implementation and functionality of such structures.Research limitations/implicationsOur article contributes to the family business literature by bringing novel insights about implementation of governance structures. We take a step back to explain why these governance mechanisms were adopted in the first place. Using institutional theory we enrich governance and family business literatures, by offering a lens that explains why family businesses follow a specific process in adopting governance structures. We also offer a plausible explanation as to why governance structures are ineffective in achieving their theorized role in the context of family businesses, based on the family's perception of the unusefulness of such structures, and the concept of ceremonial adoption.Practical implicationsThere is no single recipe that can serve the multiple needs of different family businesses. This indicates that family businesses may need diverse levels of development and order when setting up their governance structures. Accordingly, this study constitutes an important point of demarcation for practitioners interested in examining the effectiveness of governance structures in family firms. We show that an important pre-requisite for examining the effectiveness of governance structures is to start by investigating whether these structures are actually being used or are only adopted ceremonially.Originality/valueOur paper expands current knowledge on governance in family firms by taking a step back hinting at why are governance structures adopted in the first place. Focusing on how governance is implemented in terms of sequence is novel and relevant for researcher and practitioners to understand how this process unfolds. Our study uses institutional theory, which is a strong theory to support the results. Our paper also uses a novel method to study governance structures in family firms.

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“…Future research could operationalize and provide empirical testing for the guidelines we have developed here, and further look into the role of potentially mitigating conditions or mediating factors of the organizational context. Relatedly, future research could discuss the less explored interplay between values and virtues, how they inform each other and how this might influence ascriptions of moral responsibility in organizational context, bearing practical implications in particular business organizations, such as family business (Parada et al., 2020).…”

Section: Discussionmentioning

confidence: 99%

Virtue and virtuousness in organizations: Guidelines for ascribing individual and organizational moral responsibility

Constantinescu

Kaptein

2021

Business Ethics Env & Resp

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This article advances research on moral responsibility in organizations by drawing on both philosophical virtue ethics grounded in the Aristotelian tradition and Positive Organizational Scholarship research concerned with virtuousness. The article discusses the very conditions that make possible the realization of virtues and virtuousness, respectively. These conditions ground notions of moral responsibility and the resulting praise or blame on organizational contexts. Thus, we analyze the way individuals and organizations may be ascribed interconnected degrees of retrospective moral responsibility and blame as depending on the interplay between the individual conditions leading to virtue and the organizational conditions leading to virtuousness. Based on this analysis, we develop a two‐level account of moral responsibility in organizations that connects individual and organizational moral responsibility through the concepts of virtue and virtuousness. This is further operationalized into practical guidelines to ascribe degrees of individual and organizational blame, which can be used as a tool by managers, policymakers, or industry regulators.

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Prosperity over time and across generations: the role of values and virtues in family businesses

Cited by 23 publications

References 59 publications

Is internal CSR really less impactful in individualist and masculine Cultures? A multilevel approach

Is internal CSR really less impactful in individualist and masculine Cultures? A multilevel approach

The adoption of governance mechanisms in family businesses: an institutional lens

Virtue and virtuousness in organizations: Guidelines for ascribing individual and organizational moral responsibility

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