2018
DOI: 10.1016/j.hrmr.2017.05.004
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Founder attachment style and its effects on socioemotional wealth objectives and HR system design

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Cited by 18 publications
(14 citation statements)
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“…Additionally, although the owning family plays a decisive role since they imprint their values and motivations in the design and implementation of HR policies (Cruz et al, 2011;Kidwell et al, 2018), this study does not address the role of family values in the relationship between SEW and HR policies. Future studies could consider new issues such as the attachment styles of the owning family (Hedberg and Luchak, 2018) or the values inscribed across generations (Kidwell et al, 2018) to analyze how they affect the preservation of SEW and, in turn, the HR policies implemented. Notes 1.…”
Section: Highperformance Work Policies In Family Firmsmentioning
confidence: 99%
“…Additionally, although the owning family plays a decisive role since they imprint their values and motivations in the design and implementation of HR policies (Cruz et al, 2011;Kidwell et al, 2018), this study does not address the role of family values in the relationship between SEW and HR policies. Future studies could consider new issues such as the attachment styles of the owning family (Hedberg and Luchak, 2018) or the values inscribed across generations (Kidwell et al, 2018) to analyze how they affect the preservation of SEW and, in turn, the HR policies implemented. Notes 1.…”
Section: Highperformance Work Policies In Family Firmsmentioning
confidence: 99%
“…It also presents important results about personal values and their relations with succession and professionalization of family firm management, as well as adding value to recent studies on the socio-emotional wealth of this type of firm (e.g. Berrone et al , 2012; Morgan and Gómez-Mejía, 2014; Barros et al , 2017; Hedberg and Luchak, 2018). Furthermore, it presents a new theoretical model to be used in future research contemplating the dimensions of professionalization, succession and personal values in the family firm context.As implications for practice, the results obtained here can provide information to help managers in this type of firm, for example, to know themselves better, about their values and beliefs and how these can help in their daily relationships, in both the family and business domain, as well as in decision making about aspects of succession and professionalization.…”
Section: Introductionmentioning
confidence: 65%
“…Satisfying the noneconomic goals of the controlling family's emotional needs, such as the family's control and influence over the BJM 17,5 enterprise, the construction of social relationships, and the continuation of the family dynasty, is described as socioemotional wealth (G omez-Mej ıa et al, 2007). In a family firm, the loss of socioemotional wealth will be seen not only as a failure to meet the expectations of the controlling family but also as a loss of identity and self-identity (Hedberg and Luchak, 2018). In view of the key utility of socioemotional wealth to the family, the controlling family prioritize the avoidance of socioemotional wealth loss over avoiding the loss of economic wealth (G omez-Mej ıa et al, 2007).…”
Section: Theory and Hypothesesmentioning
confidence: 99%