Family First: An Integrative Conceptual Review of Nepotism in Organizations

Abstract

ABSTRACTWorkplace nepotism, the preferential treatment based on kinship or familial ties, is a pervasive phenomenon that permeates every corner of our global workforce, transcending cultures, countries, industries, and organizations. Despite its ubiquitous presence, research on nepotism remains fragmented and scattered, with diverse disciplines seldom converging or cross‐referencing one another. In this integrative review, we synthesize, integrate, and critically assess the extant body of knowledge about workplace nepotism. Our aim is to provide HR scholars with a panoramic view of the known, the unknown, and the uncharted territories to move the field forward. To this end, we first provide a clear conceptualization of nepotism, setting it apart from closely related constructs. Second, we offer a comprehensive review of empirical evidence that summarizes the antecedents, consequences, and theoretical foundations of nepotism. Importantly, our review adopts an actor‐centric perspective, advocating that three main sets of actors are meaningfully involved in nepotism (i.e., instigators, beneficiaries, and third parties), thereby contributing to theory by showing that nepotism may differentially relate to outcomes depending on which actor's perspective is taken. Third, we identify the shortcomings related to theory, methods, and measures, while identifying best practices. In particular, we offer insights into how future scholarship may meaningfully extend this literature. Finally, we provide evidence‐based guidelines for how organizations and their leaders may develop and refine their policies regarding the hiring, promotion, evaluation, and compensation of family members and relatives.