Non-family Employees Research Articles

Identifying knowledge gaps surrounding antimicrobial resistance: An exploratory study of antimicrobial resistant genes on Pennsylvania dairy farms

There is growing recognition that antimicrobial resistance (AMR) is a wicked problem in need of more systematic and interdisciplinary engagement. However, there remain significant knowledge gaps in how antimicrobial use in food-producing animals translates to AMR in animals, humans, and the environment. Drawing on an interdisciplinary approach, we utilize fecal testing on farms, to evaluate the presence of AMR genes (AMRg). Based on the existing literature we hypothesized differences in AMRg would be present between (i) calves versus cows, (ii) farms that had non-family employees versus those that did not, (iii) farms that reported a language barrier between employees and farmers versus those that did not, and and (iv) women-versus men-operated farms. While sample size is too small to draw generalizable conclusions, we did find some differences, with the most pronounced difference between calves and cows. This is an exploratory case study that makes a two-fold contribution. First, we contribute to the nascent literature explicitly focused on gender and AMR in agriculture. Second, to advance interdisciplinary research on AMR we offer an innovative methodological approach that measures the presence of AMRg on farms in the context of farm management practices and descriptive characteristics of the farm.

An exploration of cooperative stakeholder engagement and risk‐taking behavior in privately held family firms

AbstractThis study explores the impact of cooperative engagement with nonfamily employees, consumers, and communities on risk‐taking behavior of privately held, long‐lived family firms. We posit that cooperative relations can build and reinforce connectedness among the family and nonfamily stakeholders which, in turn, can lead to increased risk‐taking. More specifically, the increased stability from widespread cooperative nonfamily engagement will positively moderate risk‐taking behavior by amplifying the influence of family involvement in privately held family firms. Using a unique survey of long‐lived, privately held family firms, we find support for our hypotheses: cooperative engagement interacts with the essence of family involvement to amplify risk‐taking. This study contributes to the stakeholder engagement and family firm literatures and offers managerial and policy implications by underscoring the benefits of cooperative engagement as it enhances risk‐taking of family firms, a precursor of growth.

Fair play in family firms: examining the perceived justice of performance management systems

PurposeThis study examines the intricate relationship between family influence and perceived justice in performance management systems within family firms. Recognizing the unique dynamics that family ownership brings to human resource practices, the research aims to delineate how family presence affects both the process and the perception of fairness in performance evaluations.Design/methodology/approachUsing a conceptual framework, the research adopts a dual-method approach, combining a comprehensive literature review with theoretical modeling. The study synthesizes existing research and theoretical insights to explore the effects of family influence on the perceived fairness of performance management practices.FindingsThe findings reveal that family influence profoundly shapes fairness perceptions in performance management, impacting family and non-family employees. It affects systems' design, implementation and reception, with mechanisms including resource distribution and criteria alignment. Specifically, family influence molds fairness perceptions within the performance management process, enhancing organizational performance and fostering trust in family businesses, thus supporting sustainable growth.Originality/valueThis study contributes to the family business and human resource management literature by providing a nuanced understanding of how family dynamics influence perceptions of justice in performance management. It underscores the dual role of family influence in enhancing and complicating fairness perceptions, thus offering a balanced view that can inform academic research and practical HR management in family firms.

How to Encourage Devotion Among Nonfamily Employees

How to Encourage Devotion Among Nonfamily Employees

Managing a Gen-Z workforce – what family firms need to know: a perspectives article

PurposeThis paper highlights the opportunities and challenges for family firms in managing Generation Z (Gen-Z) employees. This perspective article explores several considerations for family firms in managing their Gen-Z employees and the potential implications for their socioemotional wealth (SEW).Design/methodology/approachThe authors provide a brief review of what is known about the values/work habits of Gen-Z employees and attracting, retaining and managing nonfamily employees in family firms.FindingsThe unique values, motivations and working styles of Gen-Z employees suggest the need for family business leaders to adopt a different approach to managing these employees. A focus on Gen-Z’s psychological contract, technological savviness and entrepreneurial orientation is provided with respect to how they can be managed.Originality/valueThe authors suggest the importance of approaching NFEs as a heterogenous group and offer avenues for future research with prospective research questions to better understand nonfamily Generation Z employees’ place in the family firm.

Thriving in private family firms as a non-family employee: an empirical study

PurposeWorkplace thriving (WT), self-job crafting (SJC), and workplace belongingness (WB) have been shown to lead to positive outcomes for organizations and their employees. However, there seems to be a dearth of insights into the relationship between the three constructs, and non-existent in the context of non-family employees (NFEs) working in private family firms. Therefore, this study examines whether enabling NFEs to craft their own jobs leads them to reappraise their position in the organization, thus influencing both WB and WT.Design/methodology/approachLeaning on the conservation of resources (COR) theory and with the support of the self-determination theory (SDT), a set of hypotheses is posited relating the dimensions of SJC (seeking resources, seeking challenges and job-demand reduction) to WT, through WB as a mediator. The hypotheses are tested through partial least squares structural equation modeling (PLS-SEM) by collecting survey data from 256 NFEs working in private family firms in Oman.FindingsThe results indicate that all three dimensions of job crafting have a positive influence on WB. In the case of direct effect on WT, only the relationship between seeking challenges and WT was significant. However, the relationships between all 3 dimensions of SJC and WT became significant through WB as mediator.Research limitations/implicationsThe implication of this study is that merely empowering non-family employees to craft their own jobs may not lead them to thrive in private family firms. However, if they appraise such empowerment as significant resource-gain that leads them to feel that they belong to the organization, then it is likely to enhance WT.Practical implicationsThis study presents evidence for private family firms that by emphasizing on creating a sense of belongingness among their non-family employees, they can create a workplace where such employees can thrive.Originality/valueThree novel contributions are presented through this research: (1) this appears to be the first study that integrates the COR theory with SDT to enrich the fragmented literature on NFEs in family firms by presenting an integrated framework that links SJC, WB and WT, (2) the study presents nuanced insights into the relationships between the dimensions of SJC and WT and (3) finally, this study provides evidence on the mediating role of WB between dimensions of SJC and WT, which seems to be overlooked in the past.

Internal communication and family business: a perspective article

PurposeFamily businesses require internal communication (IC) to guide and provide direction, and the unique nature of involving both family and nonfamily employees add complexity. Navigating this complexity helps to ensure effective direction and management of family businesses. This paper explores the existing research concerning IC within family businesses and discusses the lenses and contexts through which it is commonly studied.Design/methodology/approachThis paper provides a concise literature review to identify the most common lenses through which IC in family business has been researched.FindingsIC in family enterprises is mostly studied through the lenses of IC between family generations, IC and the influence on family identity, and IC in times of crises. Existing research is largely focused on the role of family in IC, and limited consideration is given to the role of nonfamily members and family members outside of the business.Originality/valueThe paper synthesizes the direction and findings of existing research into IC within family business and provides avenues for future research. Managerial implications are also presented based on the synthesis of existing literature.

Unmasking nonfamily employees’ complex contribution to family business performance: A place identity theory approach

The study purpose is to understand the nature and functioning of workplace identity verification of nonfamily employees in family firms as it affects financial and innovation performance of the family firm under the umbrella of Place Identity Theory. Creating a productive employee workplace environment involves verifying elements of a workplace identity meaning set composed of firm identification, firm loyalty, and decision making participation. QCA provides combinations of those workplace identity elements that create the greatest potential for financial and innovation performance. Interactional combinations of firm identification, firm loyalty, and decision making participation of family firm nonfamily employees creating the greatest potential for financial and innovation performance vary by firm age and CEO duality. Complementarity between SEM and QCA demonstrates the benefits of using a mainstream quantitative analysis method with the benefits of an emerging qualitative analysis method, thus, expanding Place Identity Theory's descriptive, predictive, and explanatory power.

Measuring Family Influence from a Non-Family Employee Perspective: Development and Validation

Measuring Family Influence from a Non-Family Employee Perspective: Development and Validation

Turnover intentions of non-family employees in family firms – the influence of leader mindfulness, LMX quality and affective commitment

PurposeLeveraging the mindfulness theory and the social exchange theory, this study examines the influence of perceived leader mindfulness (PLM) on turnover intentions (TOI) of non-family employees (NFEs) working in family firms. The study investigates whether the above relationship is mediated by employee perceptions of leader–member exchange quality (LMX quality) and their affective commitment (AC).Design/methodology/approachA conceptual framework is proposed that hypothesizes inverse relationship between PLM and TOI, which is posited to be mediated by both LMX quality and AC. The hypotheses are tested through survey data collected from 254 NFEs working in various family-owned businesses in Malaysia. The data analyzed through partial least square structural equation modeling (PLS-SEM).FindingsThe results indicate that PLM has a positive influence on both LMX quality and AC. Moreover, PLM has a strong negative affect on TOI. In terms of results of mediation analysis, it appears that two mediation hypotheses out of four are significant, that is mediating effect of AC between PLM and TOI and LMX quality between PLM and AC. However, the mediating role of LMX quality between PLM and TOI and the sequential mediation hypotheses were both non-significant.Research limitations/implicationsThe findings of the study imply is that to ensure retention of qualified and talented NFEs, mindfulness of family firm leaders plays a significant role in ensuring lower TOI. Furthermore, such a goal is better achieved by ensuring that such employees are supported through leadership that leads to their development of better LMX quality and AC towards the organization. The study however is limited, as other potential exogenous variables that may influence TOI were not considered.Practical implicationsLosing employees that join a firm and acquire valuable skills and experience is a significant concern for family firms that are known for discriminating between employees related to the owners and outsiders. This study presents evidence for owners and managers of family firms that by focusing on mindful behavior and working towards developing better LMX quality and AC of NFEs, the organization can reduce TOI of such employees.Originality/valueThis study contributes to the under-researched and fragmented literature on relationships between PLM among NFEs and TOI of such individuals working in family firms. Moreover, this appears to be the first study that investigates mediating roles of and LMX quality and AC among NFEs in the above relationship.

Psychological contract of employees in family-owned hotels: the role of talent management practices

PurposeThis study aims to analyse how talent management practices in family-owned hotels contribute to their employees' fulfilment of their psychological contract.Design/methodology/approachSemi-structured interviews were conducted with 30 employees working at three different family business hotels in Sharm El-Sheikh, Egypt. Moreover, thematic analysis was undertaken on the collected data resulting in four major themes.FindingsThe findings revealed that stimulating employees to fulfil their psychological contract towards their family-owned hotels leads to several benefits. First, it leads to talent management practices that support crisis management, sustainability and resilience. Second, it contributes to empathy towards or at least a deep concern for the future of work in the hospitality sector. Third, to fulfil their psychological contract, employees, particularly non-family members, require inclusive talent management and ongoing training programmes tailored to prepare them to meet current and future challenges in the hospitality sector.Originality/valueTo the best of the authors' knowledge, the present study is the first study to empirically investigate the relationship between talent management practices and the psychological contract of employees in family-owned hotels, especially in developing economy context of Egypt. Also, it is one of the pioneering studies to unpack these dynamics for family as well as non-family employees.

Extra-role behaviour of non-family employees in private family firms through job crafting: mediating role of workplace flourishing

PurposeThe family business literature indicates that non-family employees (NFEs) working in private family firms often feel marginalized effecting their ability to flourish at work and contribute to the organization beyond their defined job roles. Therefore, this study examines whether enabling NFEs to craft their own jobs, leads them to reappraise their position in the organization, thus influencing workplace flourishing (WF) and supervisor-assessed extra-role behaviour (ERB).Design/methodology/approachBuilding on the Conservation of Resources theory, a set of hypotheses is posited relating the three dimensions of job crafting (resource seeking, challenge seeking and job demand reduction) to ERB, through WF as a mediator. The hypotheses are tested through matched employee–supervisor data collected from 256 individuals working in private family firms, where 232 were NFEs while 24 individuals were supervisors.FindingsThe result generated through PLS-SEM indicates that all three dimensions of job crafting have a positive influence on WF. In the case of direct effect on ERB, only the direct relationship between challenge seeking and ERB was significant. However, the relationships between all three dimensions of job crafting and ERB became positive and significant through WF as mediator.Research limitations/implicationsThe implications of this study is that merely empowering NFEs to craft their own jobs may not lead them to contribute to the organization beyond their routine tasks. However, if they appraise such empowerment as a resource gain sufficient enough for them to feel that there are flourishing at the workplace, and then it is likely to influence their commitment to the organization to exhibit significant ERB. The study however is limited, as other potential exogenous variables that influence ERB were not considered.Practical implicationsThis study presents evidence for family business owners and managers to provide the pertinent resource support to their NFEs, so that they can flourish and contribute to the employer.Originality/valueThe current study contributes to the under-researched and fragmented literature on NFEs working in family firms. Furthermore, this appears to be among the first study that looks into workplace flourishing and ERB among NFEs in the realm of family business.

How Family Firms Help Non-Family Employees Feel Like Family

How Family Firms Help Non-Family Employees Feel Like Family

How do family and non-family ties affect knowledge sharing in SMEs in a developing country? Linking social capital and network strength

PurposeThis study aims to examine how differences in the strength of interpersonal ties affect the social structure of organisational family and non-family relationships and their implications for work-related interactions.Design/methodology/approachThis study used a quantitative approach. The hypotheses were tested using multi-group analysis in PLS-SEM as implemented in WarpPLS Version.FindingsThe results show that both family and non-family organisational members are inclined to ask from others whom they previously have given information, implying that reciprocity in work-related interactions in the workplace is present at the dyad level. Furthermore, the existing robust strength of ties among family employees facilitate a three-way relationship where each member is responsible for the quality of work-related interactions between other members. This means that triadic communication is only present within family networks. While, the absence of strong interpersonal ties within non-family network fuels the popularity effect, where non-family employees who are perceived to be knowledgeable tend to be approached by others for work-related information.Originality/valueThis study brings to the fore a nuanced perspective that complements our current understanding of the implications of social relationships within family and non-family employee groups on work-related interactions in the workplace. It provides clues on how family and non-family employees identify with the firm through their informal relational embeddedness towards work-related interactions within the organisation.

The determinants of non-family employees' turnover intentions in family firms

The determinants of non-family employees' turnover intentions in family firms

Communicating innovation and sustainability in family businesses through successions

Small and Medium Enterprises (SMEs) contribute significantly to the economy despite the survival rate becomes lower through generations. This study aims to develop a communication model suitable for SMEs during succession for innovation and business sustainability. Nine innovative manufacturing family SMEs in Thailand are selected using assembled multiple-case study method, and in-depth individual interviews are conducted using data triangulation method which the incumbents, successors, and long-serving non-family employees as participants from each business. There are two main findings. Issues regarding organizational innovation, social capital in the form of internal and external network relationships, traditional and territorial knowledge, succession planning and procedure, and sustainability-driven mindset should be communicated, formally or informally, during the succession process. Secondly, the incumbent’s contradiction between his intention and action, the successor’s ability and willingness, and the staff’s response to changes during the succession process, are the main communication barriers against achieving innovation and sustainability. By implementing the communication model to the family business, the incumbents and successors can maximize the business’s structure and resources to be better understood throughout the firm with the business maintaining or reinterpreting its cultures, values, and traditions to the next generation. The model allows family businesses to have better awareness in terms of innovation management, social capital, innovation with their background knowledge as capital, succession, and business sustainability. Successful communication of the topics and concepts during succession should raise the standard and competitiveness of family businesses domestically and internationally.

Managing non-family employees’ emotional connection with the family firms via shifting, compensating, and leveraging approaches

Many family firms deploy strategies and practices to satisfy the needs of family employees. When non-family employees perceive a relational disadvantage compared to family employees, they may lower their evaluation of organizational identity (OI) and, in turn, identify less strongly with the family firm. Because family firms can ill afford to have non-family employees who lack a strong emotional connection with and commitment to the family firm, we explore approaches to foster non-family employees' evaluations of OI. Drawing on organizational identity theory, we find support for three approaches: (1) shifting non-family employees' evaluation of OI by enacting a proactive Corporate Social Responsibility (CSR) strategy, (2) compensating non-family employees for a perceived relational disadvantage by involving them in CSR decision-making, and (3) leveraging non-family employees' context, by drawing on those who share the values of the controlling family. Our theory and results suggest that family firms can deploy different approaches to manage the emotional connection with their non-family employees, which can help explain the observed variation in non-family employees’ organizational identification across family firms.

Why are non-family employees intrapreneurially active in family firms? A multiple case study

This study sheds light on the intrapreneurial motivation of non-family employees in family firms. Although family involvement is known to enhance workforce motivation to contribute innovative ideas toward the firm’s improvement, what motivates non-family employees in family firms and the role the enterprising family plays therein remain underexplored. Therefore, we conduct a multiple case study using a dyadic sample of interviews with owner-managers and non-family employees in nine German family firms. The cross-case analysis shows that in firms with strong enterprising family influence, the identification of non-family employees is heightened, intrinsically motivating them to become intrapreneurially active. Our findings also reveal that in family firms with reduced enterprising family influence, this intrinsic motivation decreases. Furthermore, we observe the establishment of certain business mechanisms in these firms aimed at fostering the extrinsic motivation of non-family employees.

Exploring Knowledge-Hiding Methods and Reasons in a Small Chinese Family Business

In the highly competitive business environment, family businesses represent the backbone of the economy in various countries; meanwhile, they face tremendous survival challenges. Knowledge, particularly tacit knowledge, is the key to organisational survival because the hard-to-imitate characteristics could create value and technology innovation. However, it is challenging for family businesses to obtain tacit knowledge because it resides in people’s minds; and compared with sharing, people prefer hiding it for self-protection. In recent years, knowledge hiding has increasingly attracted scholars' and practitioners' attention but few in the family business context. Hence, this research aims to investigate how and why the employees hide tacit knowledge in the small family business. The present study used the Self-determination theory (SDT) as the theoretical foundation to explain knowledge hiding behaviours from the motivational perspective. The single case study was conducted in China, as Chinese family business has distinctive cultural characteristics influencing knowledge hiding. Data were collected and analysed from 22 participants in a small Research and Development company through semi-structured interviews and thematic analysis. The findings revealed that skilled employees used various methods to hide knowledge, such as pretending not to know, using no time as an excuse, and hiding the core knowledge. The reasons for knowledge hiding primarily reflected the unfair issues between the family and non-family employees in terms of the favouritism of the owner-manager toward the family employees, no bonus and ‘996’ timetable (people need to work from 9:00 am to 9:00 pm and 6 days per week) for the non-family members. Theoretically, this study contributes to understanding knowledge hiding behaviours by analysing motivations within SDT and corporate contextual influences in the small family business. These findings facilitate enhancing the owner-manager's awareness of the effects of unfairness on knowledge hiding and providing practical solutions to the unfairness and knowledge hiding among employees, as this has immense implications in any business.

Identity leadership in family businesses: The important role of nonfamily leaders

Nonfamily employees’ identification with the family firm is of importance as higher levels of identification are related to organizationally desired outcomes. However, nonfamily employees may display lower levels of identification when they perceive greater distance to the business and to the family or become demotivated by preferential treatment of family members. In this study, factors related to nonfamily employees’ organizational identification were investigated, thereby taking a leader-centered perspective. Drawing upon social identity theory, we assume that nonfamily leaders are more influential regarding nonfamily employees’ identification with the business and the family via strengthening identification with the team. We test our predictions across a two-wave study of 325 nonfamily employees of different family businesses. Interestingly, we find support that nonfamily leaders affect nonfamily employees’ identification with the family business and the owning family even more strongly than family leaders do. This effect, however, only occurs for nonfamily leaders operating within a high stewardship climate. Implications for theory and practice are discussed.