Employees’ Change-Oriented and Proactive Behaviors in Small- and Medium-Sized Family Businesses

2019 ◽  
pp. 49-64
Author(s):  
Teresa Spiess ◽  
Anita Zehrer
Keyword(s):  
Family Businesses ◽  
Proactive Behaviors

Relative Importance of Leader Influences for Subordinates’ Proactive Behaviors, Prosocial Behaviors, and Task Performance

2014 ◽  
Vol 13 (2) ◽  
pp. 70-86 ◽  
Author(s):  
Dan S. Chiaburu ◽  
Troy A. Smith ◽  
Jiexin Wang ◽  
Ryan D. Zimmerman
Keyword(s):  
Task Performance ◽  
Transformational Change ◽  
Future Research ◽  
Contingent Reward ◽  
Work Effectiveness ◽  
Leader Influence ◽  
Member Exchange ◽  
Proactive Behaviors ◽  
Reported Data ◽  
Transactional Leader

We meta-analytically examine the relationships between three forms of leader influence, contingent reward (transactional), leader-member exchange (LMX; relational), and transformational (change-oriented) on subordinates’ proactive behaviors. Using non-self-reported data from a combined sample of more than 9,000 employees, we confirm positive relationships between leader influences and employee proactive outcomes. We examine the extent to which one leadership influence is stronger than the others in promoting subordinate proactivity. By combining our new meta-analytic data with existing meta-analytic correlations, we further investigate the extent to which various leadership predictors are differentially related to proactive and prosocial contextual performance, and to task performance. For all outcomes, there are only minimal differences between the contingent reward, LMX, and transformational leadership predictors. Using our results, we propose future research directions for the relationship between leader influences and subordinate work effectiveness.

Employer branding and psychological contract in family and non-family firms

2020 ◽  
Author(s):  
Duarte Pimentel
Keyword(s):  
Empirical Evidence ◽  
Psychological Contract ◽  
Family Firms ◽  
Positive Impact ◽  
Family Businesses ◽  
Employer Branding ◽  
Privately Owned

This study compares the perceptions of employer branding and psychological contract levels of employees of family and non-family firms. Specifically, to better understand the dynamics of family businesses, we assess the extent to which employer branding perceptions have an impact on the employees' psychological contract levels. The empirical evidence is provided by a sample of 165 Portuguese employees (76 from family businesses and 89 from non-family businesses), working in small and medium-sized privately-owned companies. The results confirmed the research hypotheses, suggesting that employees of family companies have higher perceptions of employer branding and psychological contract levels than those of employees of non-family companies, also revealing that employer branding has a positive impact on the psychological contract levels of family firm’s employees.

Voluntary Demand for Internal and External Auditing by Family Businesses

2000 ◽  
Vol 19 (Supplement) ◽  
pp. 37-51 ◽  
Author(s):  
Peter Carey ◽  
Roger Simnett ◽  
George Tanewski
Keyword(s):  
Family Businesses

Classeek Spirits of the World: E-Business Internationalization

2011 ◽  
Vol 12 (2) ◽  
pp. 137-144 ◽  
Author(s):  
Harry Matlay ◽  
Paul Westhead ◽  
Mike Wright
Keyword(s):  
Small Firm ◽  
Secondary Level ◽  
Family Businesses ◽  
Firm Internationalization ◽  
The World ◽  
Reputational Capital

This case study examines the motivations and barriers to small firm internationalization. The entrepreneur's human and reputational capital, experience and knowledge are leveraged to address barriers. An e-business platform strategy is illustrated. At a secondary level, the case also demonstrates the challenges inherent in revitalizing family businesses over generations of ownership.

scholarly journals Examining the mediating role of resources in the temporal relationship between proactive burnout prevention and burnout

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Madelon C. B. Otto ◽  
Joris Van Ruysseveldt ◽  
Nicole Hoefsmit ◽  
Karen Van Dam
Keyword(s):  
Structural Equation ◽  
Online Survey ◽  
Temporal Relationship ◽  
Practical Implication ◽  
Resource Depletion ◽  
Generation Process ◽  
Burnout Prevention ◽  
Personal Domain ◽  
Proactive Behaviors ◽  
Resource Generation

Abstract Background Employees who engage in proactive burnout prevention can prevent burnout by changing aspects of the work, home, and personal domain. However, these proactive behaviors may be impeded by high initial levels of burnout. Based on the conservation of resources theory and the dual-pathway proactivity model, resources were expected to play a vital role in the relationship between proactive burnout prevention and burnout through two distinct processes: a resource-generation process in which proactive burnout prevention negatively affects burnout through an increase in resources, and a resource-depletion process in which proactive burnout prevention is hindered because high initial levels of burnout negatively affected resources. Methods A two-wave longitudinal panel design was used in which 617 employees, mainly employed in government agencies, healthcare and education, were asked to complete an online survey twice with an interval of 1 month. Results Results of structural equation modelling showed clear evidence for the resource-generation process in the work, home, and personal domain, and only limited evidence for the resource-depletion process. Solely in the personal domain a small negative indirect effect of burnout on proactive burnout prevention through personal resources was found. Conclusions The findings of this study confirm that employees can proactively prevent burnout by investing in resources, yet proactive actions should be taken before increased burnout-complaints impede employees to do so. This study contributes to scientific knowledge on proactive behaviors and burnout prevention by investigating the mechanism underlying the temporal relationship between proactive burnout prevention and burnout. An important practical implication of this study is that it highlights that more attention should be given to employees’ self-initiated actions to prevent burnout, as proactive burnout prevention can effectively reduce levels of burnout.

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