Abstract
In this paper, we draw on attachment theory from the family science literature to develop theoretical propositions that explain variability in one of the most distinguishing features of family firms – its socioemotional wealth (SEW) preservation objectives. Three different attachment styles of founders (avoidant, anxious, secure) are argued to have an imprinting effect on the family firm regarding the relative emphasis that is placed on the preservation of a particular SEW objective (maintenance of control, dynastic perpetuation, reputation) and in turn the HR strategy it chooses to enact (compliance, commitment, collaborative). Avoidant founders are shown to emphasize control as an SEW goal leading them to choose a compliance HR strategy, while anxious founders emphasize dynastic perpetuation that fits well with a commitment HR strategy. Lastly, secure founders are shown to place a priority on reputation, which a collaborative HR strategy helps to reinforce. Contingencies for these relationships are discussed as well as the implications of our model for theory, practice and research.
Published Version
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