Behavioural outcomes of next-generation family members’ commitment to their firm


Autoria(s): Dawson, Alexandra; Irving, P. Gregory; Sharma, Pramodita; Chirico, Francesco; Markus, Joel
Data(s)

2014

Resumo

Are there variations in behaviours and leadership styles of next-generation family members or descendants who join their family business due to different forms of commitment? Evidence from a dual respondent study of 109 Canadian and Swiss family firms suggests that descendants with affective commitment to their family firms are more likely to engage in discretionary activities going beyond the job description, thereby contributing to organizational performance. Next-generation members with normative commitment are more likely to engage in transformational leadership behaviours. Both affectively and normatively motivated next-generation members use contingent reward forms of leadership. A surprising finding of this study is the binding force of normative commitment on positive leadership behaviours of next-generation members. This study empirically tests the generalizability of the three-component model of commitment to family businesses, a context in which different forms of commitment may play a unique role.

Formato

application/pdf

Identificador

http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-20976

doi:10.1080/1359432X.2013.781155

ISI:000335943700007

Scopus 2-s2.0-84901238601

Local IHHCeFEOIS

Idioma(s)

eng

Publicador

Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Center for Family Enterprise and Ownership (CeFEO)

Concordia University, Quebec - John Molson School of Business

Independent

Wilfrid Laurier University

Wilfrid Laurier University

Relação

European Journal of Work and Organizational Psychology, 1359-432X, 2014, 23:4, s. 570-581

Direitos

info:eu-repo/semantics/openAccess

Palavras-Chave #Commitment #Family business #Leadership #Next generation #Transactional leadership #Transformational leadership
Tipo

Article in journal

info:eu-repo/semantics/article

text