Family businesses and employment relations: Review and suggestions for future research

Woodfield, Paul; Rasmussen, Erling; Chandhok, Yashika

doi:10.24135/nzjer.v46i1.51

Cited by 4 publications

(1 citation statement)

References 50 publications

(117 reference statements)

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“…The role of employees as powerful agents within the small firm, as well as the role of family in shaping HR practices at such firms, is an area that requires further research, as recently highlighted by Woodfield et al, (2021). Further, the duality of agency and structure from the point of view of the employee can be researched from the stance of bounded emotionality (Thomas & Wickramasinghe, 2008).…”

Section: Discussionmentioning

confidence: 99%

Giddens’ structuration theory and human resource practice in small firms

Tretiakov,

Jurado,

Bensemann

2023

NZJER

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We studied HR practices in New Zealand small and medium enterprises (SMEs) by analysing semi-structured interviews with 48 SME owners-managers using Giddens’ structuration theory as an analysis lens. HR practices were shaped by routinised actions of actors, and employee agency was strong, as action (or lack of it) by a single employee could have implications for the whole firm. Employees were not purely economic agents, as the quality of work experience and family circumstances could shape their behaviour more than financial compensation. HR practices were reproduced through the reflexive actions of owners-managers, employees and their family members as well as of external agents, such as suppliers and regulators. The analysis suggests that, to implement HR practices, such as hiring, employee development, and employee retention/dismissal in small firms successfully, owners-managers should treat employees and members of their families as powerful actors co-creating, rather than merely being subject to, HR practices.

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Section: Discussionmentioning

confidence: 99%

Giddens’ structuration theory and human resource practice in small firms

Tretiakov,

Jurado,

Bensemann

2023

NZJER

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Configuration of Agile Operant Resources in Family Firms Through Stakeholders Partnership

Waheed,

Kausar,

Ali

2023

Global Business Review

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Family firms are often recognized as wealthy in resources, especially in operant resources. These resources are hidden and play a phenomenal role in sustainable development. Fewer studies are available to spotlight the role of operant resources. This study aims to surface the magnificent hidden role of agile operant resources that facilitate the diverse needs of stakeholders in family firms. Data for this study were collected using in-depth interviews with complementary observations. Almost 29 interviews were considered with the owners of family firms from Pakistan. Interviews were translated and transcribed. Gioia Methodology is used to develop broader themes for discussion in terms of first-order concepts, themes and aggregate dimension that explained the mystical hidden role of agile operant resources in family firms. Research findings portrayed that Collaborative Capability, Reputational Resources, Religious Resources and Relationship Proneness are the agile operant resources which strengthen stakeholder’s partnership in family businesses. The authors proposed a conceptual model for highlighting the pertinent role of agile operant resources that facilitate stakeholder partnership in family-owned businesses (FOBs). Recent study provides the conceptual framework to academia for future research in the literature of family firms. FOBs may adopt all these agile operant resources to cater firm diverse stakeholder partnerships in today’s business world. It will open new avenues of growth and innovation for FOBs. This research can apply to all FOBs.

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Age Management Practices and Benefits in Organisation: An Evaluation of the Effect of Economic Sector, Organisation Size, and Family Business Status

Krestová,

Kresta,

Bestová

2024

Business Systems Research Journal

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Background The ageing of the population impacts all areas and is also a challenge for human resources management. To solve this issue, age management practices are used in organisations. To get the best potential out of everyone, this concept should not only involve older employees but should be focused on all of them. Choosing the right practice to get the desired results is a task for managers. Objectives The paper aims to determine whether the sector of the economy, the size of the organisation, or the family business status plays a role in determining age management practices and observed benefits. Methods/Approach Using a questionnaire survey, the most commonly used practices and the observed benefits were identified. Using the chi-square test, differences in chosen categories were confirmed. Results It can be stated that choosing age management practices is influenced by the economic sector, and the size of the organisation influences observed benefits. Conclusions The results can guide organisations on which practices to choose and what benefits to expect from implementing age management practices.

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Family businesses and employment relations: Review and suggestions for future research

Cited by 4 publications

References 50 publications

Giddens’ structuration theory and human resource practice in small firms

Giddens’ structuration theory and human resource practice in small firms

Configuration of Agile Operant Resources in Family Firms Through Stakeholders Partnership

Age Management Practices and Benefits in Organisation: An Evaluation of the Effect of Economic Sector, Organisation Size, and Family Business Status

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