Social identity and family business: exploring family social capital

Schmidts, Torsten; Shepherd, Deborah

doi:10.1108/jfbm-04-2015-0018

Cited by 22 publications

(20 citation statements)

References 63 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Shepherd and Haynie (2009, p. 1257) introduce the concept of a family business meta-identity: the coordination of family members’ sense of “who we are as a family” with “who we are as a business” results in a meta-identity of “who we are as a family business”. This is in line with the findings of Schmidts and Shepherd (2015), who highlight an affective component of social capital in their case study.…”

Section: Opportunity Recognition In Family Firmssupporting

confidence: 90%

How do family entrepreneurs recognize opportunities? Three propositions

Tegtmeier

Claßen

2017

RIBS

View full text Add to dashboard Cite

Purpose Opportunity recognition (OR) is a key factor in the entrepreneurial process. The purpose of the paper is to elaborate on whether OR, such as related to internationalization strategies, by/in family businesses differs from OR by other companies or individuals, and if yes, to what extent. Design/methodology/approach Taking a conceptual perspective, the authors combine OR and family business knowledge to develop propositions on how family entrepreneurs recognize opportunities. Findings The authors develop three propositions about OR in entrepreneurial families. Specifically, they suggest that storytelling strengthens OR in family businesses and helps to hold on to tacit opportunities. They also address their special human capital resources. These advantages together with their long-term orientation lead to the proposition that family businesses are more likely to recognize opportunities than non-family businesses. Research limitations/implications These findings contribute to an increased understanding of the role of OR in family business research and offer an operational base for future quantitative and qualitative studies. Practical implications The insights in this paper are valuable for practitioners and policymakers as well. Practitioners will get feedback on their own family business management by reflecting on the findings reported and will be able to put the theses into a wider context. Politicians wishing to support family businesses need to understand the specifics of this entrepreneurial process to create good conditions for their development and sustainability. Originality/value This conceptual paper marries the two parallel “streams” of theory and practice of entrepreneurship and family business.

show abstract

Section: Opportunity Recognition In Family Firmssupporting

confidence: 90%

How do family entrepreneurs recognize opportunities? Three propositions

Tegtmeier

Claßen

2017

RIBS

View full text Add to dashboard Cite

show abstract

“…Organizational identification represents a form of intense organizational commitment, in which the employee perceives a merging of oneself with the organization (Davis et al, 1997;Klein et al, 2012;Vallejo, 2009) and is more likely to occur when the organization provides a sense of belongingness to employees (Cooper and Thatcher, 2010). Organizational identification plays an important role in the success of family firms (Calabr o et al, 2017;Schmidts and Shepherd, 2015;Zellweger et al, 2012). Researchers argue that the motivation that arises from family members' sense of identification with the family firm is a key source of competitive advantage for these firms (Sundaramurthy and Kreiner, 2008).…”

Section: Organizational Identification In Family Firmsmentioning

confidence: 99%

Family firm employees: identification, stewardship practices and citizenship behaviors

Medina‐Craven

Cooper

Penney

et al. 2020

JFBM

View full text Add to dashboard Cite

PurposeThis paper aims to understand the factors that influence employee organizational identification in family firms, and through identification, the willingness to engage in citizenship behaviors.Design/methodology/approachDrawing from the stewardship theory, the authors develop a model to test the relationships between family relatedness and relational identification to the family firm owner, employee-focused stewardship practices, organizational identification and organizational citizenship behaviors. The authors test the hypotheses using regression and the Preacher and Hayes PROCESS macro on a sample of 292 family firm employees.FindingsThe findings suggest that both relational identification with the family firm owner and employee-focused stewardship practices positively influence organizational identification, and that familial ties to the family firm owner can influence relationships with citizenship behaviors for non-family employees.Originality/valueThe authors build on existing literature to investigate how employees identify themselves within a family firm and how stewardship practices from the employee's perspective (rather than managers' or founders' perspectives) can influence organizational identification and citizenship behaviors.

show abstract

“…To better understand the nature of the hypothesized inverted U-shaped relationship, this study also contextualizes this relationship by analyzing to what extent business family identity influences family principal-principal dynamics (Schmidts and Shepherd, 2015). By business family identity, we refer to family owners' close identification with the firm (Berrone et al, 2012).…”

Section: The Moderating Role Of Business Family Identitymentioning

confidence: 99%

Principal-principal conflicts and family firm growth

Calabrò

Campopiano

Basco

2017

JFBM

View full text Add to dashboard Cite

Purpose Drawing on the principal-principal conflict and identity literatures, the purpose of this paper is to investigate the Agency Problem Type II-bis in the context of family business. Specifically, the authors hypothesize that the size of the family owner group is related to firm growth and that this relationship is moderated by the extent to which the family identifies with the firm. Design/methodology/approach The hypotheses are tested on a sample of 265 medium and large German family firms (FFs) via moderated hierarchical regression analysis. Findings The main findings suggest that business family identity moderates the inverted U-shaped relationship between the size of the family owner group and firm growth in such a way that FFs with medium-sized family owner groups and high levels of business family identity reach higher firm growth. Practical implications In the context of FFs fully owned by one family, family owners might have different strategic preferences, goals, and identities, thus potentially making them subject to the conflict that could arise among the different family owners in relation to growth expectations. Recognizing this problem could help family owners find potential solutions to ensure the well-being of both the family and the business. Originality/value The combination of family ownership structure and family ownership dynamics affects firm growth. Challenging the homogeneity of the family owner group, the authors highlight the role of Agency Problem Type II-bis in hindering growth of FFs. A finer-grained view of principal-principal conflicts in FFs is thus discussed.

show abstract

Social identity and family business: exploring family social capital

Cited by 22 publications

References 63 publications

How do family entrepreneurs recognize opportunities? Three propositions

How do family entrepreneurs recognize opportunities? Three propositions

Family firm employees: identification, stewardship practices and citizenship behaviors

Principal-principal conflicts and family firm growth

Contact Info

Product

Resources

About