How family CEOs affect employees’ feelings and behaviors: A study on positive emotions

IF 7.4 2区 管理学 Q1 BUSINESS Long Range Planning Pub Date : 2023-10-01 DOI:10.1016/j.lrp.2022.102209
Nadine Kammerlander , Jochen Menges , Dennis Herhausen , Petra Kipfelsberger , Heike Bruch
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引用次数: 4

Abstract

Research suggests that firms with family CEOs differ from other types of businesses, yet surprisingly little is known about how employees in these firms feel and behave compared to those working in other firms. We draw from family science and management research to suggest that family CEOs, because of their emotion-evoking double role as family members and business leaders, are, on average, more likely to infuse employees with positive emotions, such as enthusiasm and excitement, than hired professional CEOs. We suggest that these emotions spread through firms by way of emotional contagion during interactions with employees, thereby setting the organizational affective tone. In turn, we hypothesize that in firms with family CEOs the voluntary turnover rate is lower. In considering structural features as boundary conditions, we propose that family CEOs have stronger effects in smaller and centralized firms, and weaker effects in formalized firms. Multilevel data from 41,200 employees and 2,246 direct reports of CEOs from 497 firms with and without family CEOs provide support for our model. This research suggests that firms managed by family CEOs, despite often being criticized as nepotistic relics of the past, tend to offer pleasant work environments.

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家庭CEO如何影响员工的情感和行为:一项关于积极情绪的研究
研究表明,有家族ceo的公司与其他类型的企业不同,但令人惊讶的是,我们对这些公司员工的感受和行为与其他公司员工相比知之甚少。我们从家族科学和管理研究中得出结论,由于家族ceo作为家族成员和企业领导者的双重角色,平均而言,他们比雇佣的职业ceo更有可能给员工注入积极的情绪,比如热情和兴奋。我们认为,在与员工的互动中,这些情绪通过情绪传染的方式在公司中传播,从而设定了组织的情感基调。反过来,我们假设在家族ceo的企业中,自愿离职率更低。在考虑结构特征作为边界条件时,我们提出家族ceo在规模较小和集中化的企业中具有更强的效应,而在正规化的企业中具有较弱的效应。来自497家有或没有家族ceo的公司的41200名员工和2246名ceo直接报告的多层次数据为我们的模型提供了支持。这项研究表明,由家族ceo管理的公司,尽管经常被批评为过去的裙带关系的遗物,往往提供愉快的工作环境。
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来源期刊
CiteScore
13.00
自引率
7.10%
发文量
75
期刊介绍: Long Range Planning (LRP) is an internationally renowned journal specializing in the field of strategic management. Since its establishment in 1968, the journal has consistently published original research, garnering a strong reputation among academics. LRP actively encourages the submission of articles that involve empirical research and theoretical perspectives, including studies that provide critical assessments and analysis of the current state of knowledge in crucial strategic areas. The primary user base of LRP primarily comprises individuals from academic backgrounds, with the journal playing a dual role within this community. Firstly, it serves as a platform for the dissemination of research findings among academic researchers. Secondly, it serves as a channel for the transmission of ideas that can be effectively utilized in educational settings. The articles published in LRP cater to a diverse audience, including practicing managers and students in professional programs. While some articles may focus on practical applications, others may primarily target academic researchers. LRP adopts an inclusive approach to empirical research, accepting studies that draw on various methodologies such as primary survey data, archival data, case studies, and recognized approaches to data collection.
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