Family business employees’ family communication and workplace experiences

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine how family member employees' communicative experiences within their families affect their perceptions of the workplace. The influence of family business employees' perceptions of family communication patterns on family satisfaction, family involvement, and work involvement within their family businesses were explored. Design/methodology/approach -A total of 138 family business employees, representing 81 family businesses, were surveyed. The questionnaire contained measures of family communication patterns, family involvement, work involvement, family satisfaction, as well as several demographic questions. Path modeling was used to analyze two proposed models of family involvement and work involvement. Findings -Conversation orientation was related to perceptions of family satisfaction and perceptions of family satisfaction were related to perceptions of family involvement. While both proposed models were consistent with the data, no significant relationships were found between conformity orientation and perceptions of family satisfaction and between perceptions of family satisfaction and work involvement. Originality/value -While not only exploring family business employees' experiences through a unique communicative lens, this study also provides several practical implications for family business owners and managers.

Permanência dos Colaboradores em Empresas Familiares: O que Importa sob a Óptica dos Gestores?

“…São organizações em que a gestão de carreira dos membros da família tende a ser vinculada à empresa familiar (Achtenhagen et al, 2022). Em meio à influência da coalizão dominante que há no ambiente dessas empresas (Chua et al, 1999), os colaboradores desenvolvem identidades familiares e organizacionais, relacionadas com os valores constituídos pelos membros da família (Carmon & Pearson, 2013). Essas organizações tendem a preferir mecanismos informais e lógicas familiares na gestão de pessoas, em vez de sistemas formalizados (Pittino et al, 2016).…”

“…Nessa perspectiva, pesquisadores ressaltam que empresas familiares são descritas pela geração de empregos mais estáveis, pois tendem a enfatizar a lealdade e a atenção à qualidade de vida e bem-estar dos colaboradores (Carmon & Pearson, 2013). Assim, os colaboradores não familiares experimentam um sentimento de proximidade com os proprietários familiares e percebem que estão sendo cuidados (Pittino et al, 2016).…”

“…Além disso, no contexto corporativo familiar, as práticas informais podem ser responsáveis pela redução de rotatividade, uma vez que essas práticas impactam na retenção por meio de efeitos de aprimoramento de habilidades, motivação e participação, residindo, principalmente, nos efeitos de reciprocidade (Pittino et al, 2016). Na mesma linha, a identidade organizacional do colaborador influencia sua permanência na empresa, pois, se um colaborador da família interage com a família fundadora, enquanto outro colaborador da família trabalha apenas com outros membros não familiares, os dois provavelmente desenvolverão identidades organizacionais diferentes (Carmon & Pearson, 2013).…”

“…Embora os problemas da rotatividade ocorram tanto nas empresas não familiares quanto nas empresas familiares, as últimas são heterogêneas, dado o envolvimento da família no negócio, gerando distintas interações no ambiente organizacional (Carmon & Pearson, 2013;Soomro, 2020). Em geral, as empresas familiares possuem uma estrutura organizacional menos formalizada, possibilitando maior proximidade entre os colaboradores e os membros familiares (Khanin, 2013).…”

Editorial

“…One factor that has consistently been viewed to have relevance for family business scholarship is the importance of communication processes within family enterprises. Communication processes have been identified to influence professionalization practices (Dyer, 1989), succession (Filser et al , 2013; Michael-Tsabari and Weiss, 2015), family harmony within the business (Astrachan and McMillan, 2003), corporate governance (Aronoff and Ward, 2016; Brenes et al , 2011), innovation (Sciascia et al , 2013), employee experiences (Frances Carmon and Pearson, 2013) and family business performance (Barroso Martinez et al , 2019; Van Auken and Wierbel, 2006). However, our understanding of communication processes and dynamics in family enterprises is still limited.…”