Identifying as an outsider: implications for nonfamily in small family firms

Cunningham, James

doi:10.1080/09585192.2018.1469160

Cited by 6 publications

(8 citation statements)

References 109 publications

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“…Identity Work in Non-Family Employees. Finally, more recently, the discussion has opened up to individual identity work performed by individuals external to the family, that is, non-family employees, and how they see, understand, and deal with their identity as outsiders in a close family firm (Cunningham, 2020), a process that sheds light on different but complementary points of view.…”

Section: Mechanisms Of Construction Of Gender Identitymentioning

confidence: 99%

Identity in Family Firms: Toward an Integrative Understanding

Bettinelli

Lissana

Bergamaschi

et al. 2022

Family Business Review

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To take stock of the literature on identity in family firms (IFF), we examine 122 journal articles published between 2006 and 2020. We then develop a thematic map to help scholars understand the structure of IFF studies and the direction that IFF research is taking. Providing a consistent vocabulary and categorization, the thematic map serves to strengthen the IFF conceptualization and locates potential ambiguities and fragmentation. Thereafter, we analyze the antecedents, outcomes, and contingencies of the different themes identified. Drawing on this foundation, we identify gaps and suggest new directions and stimuli for future research.

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Section: Mechanisms Of Construction Of Gender Identitymentioning

confidence: 99%

Identity in Family Firms: Toward an Integrative Understanding

Bettinelli

Lissana

Bergamaschi

et al. 2022

Family Business Review

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“…While prior studies view CoPs as a conceptual lens through which knowledge management is interpreted within the whole family firm, this study aims to understand how CoPs might function as knowledge-sharing tools in family SMEs involving sub-groups of employees, including both family and non-family members. This study uses a social identity approach (Biscotti et al, 2018;Frank et al, 2017;Cunningham, 2020) to conceptualise the family firm as a complex context in which family and firm identities overlap: the coexistence of family and business shapes CoPs' social context, such that individuals' identity within a CoPregardless of whether they are family or non-familybecomes defined by how their CoP membership influences knowledge-sharing processes. This approach makes it possible to investigate how CoPs, as groups of people including both family and non-family members, contribute to knowledge-sharing initiatives within family firms.…”

Section: Introductionmentioning

confidence: 99%

Knowledge sharing in family SMEs: the role of communities of practice

Rossignoli

Lionzo

Henschel

et al. 2023

JFBM

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PurposeThe aim of this paper is to analyse the role of communities of practice (CoP) as knowledge-sharing tools in family small and medium-sized enterprises (SMEs). In this context, CoPs that jointly involve family and non-family members are expected to act as knowledge-sharing tools.Design/methodology/approachThis paper employs a multiple case study methodology, analysing the cases of six small companies in different sectors and countries over a period of 8 years. Both primary and secondary data are used.FindingsThe results show the role CoPs play in involving family and non-family members in empowering knowledge-sharing initiatives. A CoP's role in knowledge sharing depends on the presence (or lack) of a family leader, the leadership approach, the degree of cohesion around shared approaches and values within the CoP, and the presence of multiple generations at work.Originality/valueThis paper contributes to the literature on knowledge sharing in family businesses, by exploring for the first time the role of the CoP as a knowledge-sharing tool, depending on families' involvement in the CoP.

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“…In the highly competitive business environment, family businesses comprise the bulk of firms in the socioeconomic landscape in nations worldwide (Cunningham, 2020). Concurrently, family businesses encounter tremendous survival challenges (Motoc, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…Most tacit knowledge sources are possessed by skilled employees (Motoc, 2020). Nonetheless, it is challenging for small family businesses to obtain tacit knowledge from skilled employees (Cunningham, 2020). On one side, the distinct corporate context, such as the restrictive conditions and family involvement in business management, brings about the bottleneck of attracting and maintaining a skilled workforce (Cunningham, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…Nonetheless, it is challenging for small family businesses to obtain tacit knowledge from skilled employees (Cunningham, 2020). On one side, the distinct corporate context, such as the restrictive conditions and family involvement in business management, brings about the bottleneck of attracting and maintaining a skilled workforce (Cunningham, 2020). Small family businesses have less established incentive mechanisms to maintain their talents (Zhou, 2019).…”

Section: Introductionmentioning

confidence: 99%

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Exploring Knowledge-Hiding Methods and Reasons in a Small Chinese Family Business

Wen¹

2022

ECKM

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In the highly competitive business environment, family businesses represent the backbone of the economy in various countries; meanwhile, they face tremendous survival challenges. Knowledge, particularly tacit knowledge, is the key to organisational survival because the hard-to-imitate characteristics could create value and technology innovation. However, it is challenging for family businesses to obtain tacit knowledge because it resides in people’s minds; and compared with sharing, people prefer hiding it for self-protection. In recent years, knowledge hiding has increasingly attracted scholars' and practitioners' attention but few in the family business context. Hence, this research aims to investigate how and why the employees hide tacit knowledge in the small family business. The present study used the Self-determination theory (SDT) as the theoretical foundation to explain knowledge hiding behaviours from the motivational perspective. The single case study was conducted in China, as Chinese family business has distinctive cultural characteristics influencing knowledge hiding. Data were collected and analysed from 22 participants in a small Research and Development company through semi-structured interviews and thematic analysis. The findings revealed that skilled employees used various methods to hide knowledge, such as pretending not to know, using no time as an excuse, and hiding the core knowledge. The reasons for knowledge hiding primarily reflected the unfair issues between the family and non-family employees in terms of the favouritism of the owner-manager toward the family employees, no bonus and ‘996’ timetable (people need to work from 9:00 am to 9:00 pm and 6 days per week) for the non-family members. Theoretically, this study contributes to understanding knowledge hiding behaviours by analysing motivations within SDT and corporate contextual influences in the small family business. These findings facilitate enhancing the owner-manager's awareness of the effects of unfairness on knowledge hiding and providing practical solutions to the unfairness and knowledge hiding among employees, as this has immense implications in any business.

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Identifying as an outsider: implications for nonfamily in small family firms

Cited by 6 publications

References 109 publications

Identity in Family Firms: Toward an Integrative Understanding

Identity in Family Firms: Toward an Integrative Understanding

Knowledge sharing in family SMEs: the role of communities of practice

Exploring Knowledge-Hiding Methods and Reasons in a Small Chinese Family Business

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