Supplementing Q-method with narratives: Contextualizing CEOs’ values for family firms

Pötschke, Ivonne

doi:10.1017/jmo.2018.46

Cited by 8 publications

(4 citation statements)

References 116 publications

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“…Qualitative research on the values of an organizational culture that uses interviews with the decision‐making elite of organizations has been occupying space in the field of business (e.g., Memon et al., 2020; Pötschke, 2021). In order to ensure the principle of confirmation of perception, the 14 interviewees are mostly distributed among the seven organizations and all were selected according to the convenience of access.…”

Section: Methodsmentioning

confidence: 99%

How to infuse an organizational culture with humility: A study of humble behaviors and practices

2022

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In order to analyze the role of humility in organizational culture, in this work, companies that formally declared humility as a value on their home pages were chosen, as to understand the internalization of this value in their practices and behaviors. The research adopted a descriptive‐analytical design with a qualitative approach, and in addition to secondary data referring to the organizational profile, fourteen semi‐structured interviews were analyzed with the decision‐making elite of the seven chosen organizations, based on theoretical‐deductive categories of the construct identified in the organizational literature. The study identified that the value of humility is effectively present in behaviors and practices of these organizations, which develop a culture of humility in their daily lives. The main results indicate that the internalized value of humility is associated with (i) shared behaviors; (ii) clear self‐assessment of strengths and weaknesses; (iii) culture of innovation; (iv) awareness of their own limitations; (v) support for third‐party contributions and feedback practices (vi) employee learning; (vii) culture of praise. The results reinforced the main categories and constructs for a Humble Organizational Culture (HOC) Model, opening opportunities for future research that explore the elaboration of cultural maturity diagnoses and humility measurement instruments in the organizational field.

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Section: Methodsmentioning

confidence: 99%

How to infuse an organizational culture with humility: A study of humble behaviors and practices

2022

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“…In family firms, values have a powerful impact because value orientations arise from family history and provide the foundation for a longstanding family identity, which is transferred from generation to generation (Fletcher, Melin, & Gimeno, 2012;Pötschke, 2018;Rau et al, 2019;Sorenson, 2014). Because family members often hold important positions in the firm, they act as cultural role models who translate the family's values into organisational values (Ling, Simsek, Lubatkin, & Veiga, 2008;O'Reilly, Caldwell, Chatman, & Doerr, 2014;Vallejo, 2009); in this way, their value orientations can have a significant impact on the business for generations (Duh, Belak, & Milfelner, 2010;Parada & Dawson, 2017;Sorenson, 2013;Zwack, Kraiczny, von Schlippe, & Hack, 2016).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

A Felt Truth: Value Congruence in Family Firms

Pötschke¹

2020

mrev

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Family firms are known for having a strong culture and shared values, which arise from the ways in which family traditions and dynamics influence the business. Value congruence is known for having positive effects on employees’ affective commitment, which is strongly connected to organisational performance. Thus, one can assume that a strong family influence on a business entails strong congruency between employees’ and firms’ values. To explore this topic in more depth, the present paper employs theoretical strands from family business research and person-organisation-fit theory. To examine the relationship between family influence, value congruence and their effect on affective commitment, this study conducted an online survey among 15 family firms that were categorized according to their family influence. The paper compared firms with weak and strong family influence in terms of employees’ value congruence and their affective commitment, as well as considered potential influencing factors such as leadership, management stewardship, and tenure. Different methods were used to analyse the data. The findings indicate that family firms with a strong family influence have higher levels of perceived value congruence and affective commitment among employees.

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“…In the third article titled 'Supplementing Q-method with narratives: Contextualizing CEOs' values for family firms', Pötschke (2021) studies CEO value orientation in the entrepreneurial context of family business. Qualitative methods used include the Q-sorts technique and narrative interviews with data from 16 CEOs.…”

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confidence: 99%

The Challenges of Strategic Leadership in Organizations

O'Shannassy

2021

Journal of Management & Organization

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Supplementing Q-method with narratives: Contextualizing CEOs’ values for family firms

Cited by 8 publications

References 116 publications

How to infuse an organizational culture with humility: A study of humble behaviors and practices

How to infuse an organizational culture with humility: A study of humble behaviors and practices

A Felt Truth: Value Congruence in Family Firms

The Challenges of Strategic Leadership in Organizations

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