Forty years of research on human resource management in family firms: analyzing the past; preparing for the future

Abstract

PurposeThis paper explores the field of human resource management (HRM) in family firms, assessing the evolution of this research through a four-domain model that reflects the relationships between cognitions, actions and performances associated with organizational choices.Design/methodology/approachThe authors have performed a bibliometric review of 363 peer-reviewed papers from over the past four decades (1976–2016) in order to provide activity indicators for the overall phenomenon and systemize the entire body of literature into specific HRM strategy domains or practices, using a double-entered pivot table.FindingsThe study framework provides managerial implications with regard to the HRM decisions made when attempting to improve human capital in family firms. Accordingly, the authors view HRM-centered decisions and strategies in family firms as ways to scan for and appraise contingent dimensions, make sense of the current environment, make good choices and achieve high performance levels.Originality/valueThe authors offer this four-domain theoretical scheme as a framework through which the field can be interpreted, proposing some potential avenues for moving forward.

Sebuah Wawasan Tentang Bisnis Keluarga

“…Bisnis keluarga biasanya dibedakan berdasarkan dimensi strategis dan organisasi mereka, serta keterlibatan keluarga dalam visi, kepemilikan, manajemen atau tata kelola perusahaan [36]- [39]. Hal ini mengarah pada perbedaan signifikan bisnis keluarga karena berkaitan dengan hubungan timbal balik yang kuat antara keluarga dan perusahaan.…”

Determining nonfamily employees' job satisfaction and turnover intentions: the roles of job autonomy and work passion

“…However, having job autonomy alone may not be sufficient to motivate nonfamily employees (Block et al , 2016; Tabor et al , 2018). Various studies have demonstrated the additional motivational significance of nonfamily employees' emotions (Bernhard and O'Driscoll, 2011; Ramos et al , 2014; Sieger et al , 2011) and attitudes (Ferraro and Marrone, 2016; Flamini et al , 2020; Medina-Craven et al , 2020) in driving their pro-organizational attitudes. Accordingly, in this particular study we suggest that nonfamily employees' job autonomy may serve to heighten their work passion, which in turn may influence their pro-organizational attitudes.…”

“…Due to an insufficient number of able, willing and committed family employees (Chua et al , 2009; De Massis et al , 2008), many family-small-to-medium-sized enterprises (SMEs) rely on the unique knowledge, skills and social capital of their nonfamily employees (Lingo and Elmes, 2019; Ramos et al , 2014; Sieger et al , 2011) to achieve specific development goals (Ensley, 2006). However, prior research has recognized that the specific characteristics of family enterprises such as paternalistic–autocratic rule, founder-centric cultures, lack of delegation, ingroup–outgroup perceptions, altruism and nepotism (Barnett and Kellermanns, 2006; Medina-Craven et al , 2020) can significantly influence nonfamily employees' turnover intentions and job satisfaction (Ferraro and Marrone, 2016; Flamini et al , 2020; Sieger et al , 2011; Tabor et al , 2018). Nonfamily employees who are satisfied with their jobs and who are less likely to quit, are more likely to be willing to go the “extra-mile” to help the family enterprise and are thus considered essential to enterprises success and survival (Barnett and Kellermanns, 2006; Ramos et al , 2014; Sieger et al , 2011).…”

“…For instance, Gottschalck et al (2019) found that nonfamily employees with managerial responsibilities were less likely to quit their jobs in a family-SME, while Mustafa et al (2018) showed nonfamily employees in managerial positions were more satisfied with their jobs. An equally important source of autonomy that can influence nonfamily employees' job satisfaction and turnover intentions, but one which remains largely unexplored in the current literature, is stemming from the design of nonfamily employees' jobs (Flamini et al , 2020; Henssen et al , 2014; Osnes et al , 2017). Unfortunately, there remains a dearth of empirical evidence concerning how nonfamily employees' job autonomy influences their job satisfaction and turnover intentions (De Massis et al , 2012; Flamini et al , 2020).…”

“…An equally important source of autonomy that can influence nonfamily employees' job satisfaction and turnover intentions, but one which remains largely unexplored in the current literature, is stemming from the design of nonfamily employees' jobs (Flamini et al , 2020; Henssen et al , 2014; Osnes et al , 2017). Unfortunately, there remains a dearth of empirical evidence concerning how nonfamily employees' job autonomy influences their job satisfaction and turnover intentions (De Massis et al , 2012; Flamini et al , 2020). Focusing on specific attributes of nonfamily employees' jobs and how it motivates them, can deepen the existing literatures understanding of how and why nonfamily employees may contribute to the growth and development of family enterprises.…”