Family business culture: a strategic resource and driver of firm performance

IF 3.6 Q2 MANAGEMENT Journal of Family Business Management Pub Date : 2024-08-15 DOI:10.1108/jfbm-03-2024-0064
Kent K. Alipour, Dennis Barber, John H. Batchelor, Whitney Peake, Seth Jones, Tim McIlveene
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Abstract

Purpose

Through a resource-based theoretical lens, we elucidate conditions under which family business culture (FBC) amplifies the positive effects of high-performance work systems (HPWS) intensity and exacerbates the negative effects of low human capital uniqueness (HCU) on firm performance. By doing so, we answer the call for more research on the conditions under which FBC influences firm outcomes.

Design/methodology/approach

The present study sampled 226 small business owners across the USA, who provided their responses to online survey questions. Hypotheses were assessed via path analysis in MPlus 8.8, using maximum likelihood estimation.

Findings

FBC, HPWS intensity and HCU were positively associated with firm performance. Further, the HPWS intensity – firm performance and HCU – firm performance links were moderated by FBC. Specifically, increased levels of HPWS intensity were associated with greater firm performance when FBC was high, and firms with low levels of HCU tended to have particularly decreased levels of firm performance when FBC was low.

Research limitations/implications

Consistent with the resource-based view, firms' unique resources and competitive advantage may be tied to the extent to which they have an established FBC. High levels of FBC, which are characterized by shared values, loyalty, proud involvement and care toward the organization, can play a significant role in enhancing organizational performance. Family business leaders should prioritize cultivating an enhanced FBC alongside investments in HPWS and unique human capital.

Originality/value

This study contributes to understanding the theoretical underpinnings of FBC and its relationship with firm performance by examining FBC’s interaction with HPWS intensity and HCU. We highlight FBC as a valuable intangible resource that can enhance or diminish the effectiveness of other strategic resources in family firms, further extending the application of resource-based view theory in family business research.

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家族企业文化:企业绩效的战略资源和驱动力
目的通过基于资源的理论视角,我们阐明了家族企业文化(FBC)在哪些条件下会放大高绩效工作系统(HPWS)强度的积极影响,并加剧低人力资本独特性(HCU)对企业绩效的消极影响。本研究抽样调查了美国的 226 名小企业业主,他们对在线调查问题做出了回答。研究结果FBC、HPWS 强度和 HCU 与企业绩效呈正相关。此外,HPWS 强度-企业绩效和 HCU-企业绩效之间的联系受到 FBC 的调节。具体而言,当 FBC 水平较高时,HPWS 强度水平的提高与企业绩效的提高相关联,而当 FBC 水平较低时,HCU 水平较低的企业往往会导致企业绩效水平的下降。高水平的家族企业委员会具有共同的价值观、忠诚、自豪的参与和对组织的关心等特点,可在提高组织绩效方面发挥重要作用。本研究通过考察 FBC 与 HPWS 强度和 HCU 的相互作用,有助于理解 FBC 的理论基础及其与企业绩效的关系。我们强调 FBC 是一种宝贵的无形资源,它可以增强或削弱家族企业中其他战略资源的有效性,从而进一步扩展了基于资源观的理论在家族企业研究中的应用。
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来源期刊
CiteScore
5.50
自引率
33.30%
发文量
51
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