Human Resource Management in the Family Business Context

2021 ◽  
pp. 457-477
Author(s):  
Eleni Stavrou
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Family Business ◽  
Family Businesses ◽  
Institutional Constraints ◽  
Business Context ◽  
Institutional Settings ◽  
Theoretical Perspectives ◽  
The Family

Family businesses seem to have unique characteristics that make them different from nonfamily firms and, even though this phenomenon is understudied, they seem to differ substantially from nonfamily firms in the ways they handle human resource management (HRM). This chapter focuses on three key theoretical perspectives, namely, the resource-based view of the firm, institutional perspectives, and stakeholder analyses, to advance understanding of HRM in family-owned organizations. First, looking at the direct relationships between strategic HRM and distal competitive outcomes, the family business context seems to fall short compared to the non–family business context. However, when adding moderators, some relationships change, raising questions as to the appropriateness of extant theorizations of competitive advantage across organizational institutional settings. Second, family businesses seem to pay special attention to certain stakeholders when compared to their nonfamily counterparts, creating the need to explicate the reasons behind such emphasis. Third, family businesses seem to be affected by certain institutional constraints and enablers, necessitating their study in greater depth and the reasons behind their effects. Given these results, this chapter proposes a line of research devoted to the study of HRM in family business in its institutional context, also looking at the antecedents and the effects of such practices.

Process for Maintaining Trust Between CEO of Family Businesses and Partners

2021 ◽  
pp. 62-82
Author(s):  
Stephanie Clothilda Lezama-Rogers ◽  
Severine Sophie Le Loarne-Lemaire
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Case Studies ◽  
Human Resource ◽  
Family Firms ◽  
Family Businesses ◽  
Personal Relationship ◽  
Management Process ◽  
The Family ◽  
The Relationship

In this chapter, the authors propose to widen the perspective of human resource management within family businesses by considering the organization as not only one venture but a set of ventures. The authors select case studies to illustrate the process for maintaining trust between CEO of family businesses and partners. The cases showed that regardless of the family firms' ownership and size, the personal relationship was more important to keep the relationship than agreements sanctioned by formalized operation and contracts. The story of the three cases allows the authors to identify a human resource management process of trust maintenance between three inter-family firm relationships.

scholarly journals Research on the Innovation of Human Resource Management for Chinese Family Business Based on Sustainable Development

2011 ◽  
Vol 2 (1) ◽  
pp. 55 ◽  
Author(s):  
Liu Ping
Keyword(s):  
Sustainable Development ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Family Business ◽  
Human Resources Management ◽  
Chinese Family ◽  
Resources Management ◽  
The Family

Under the new historical conditions, the family business as a common business type in China has been developing rapidly, but its whole life cycle is short. There are numbers of shortcomings on the current human resource management in Chinese family business, which have confined the further development of family business. Therefore the business must carry out management innovation. It is important that the family business develop the human resource management for its sustainable development. In this paper, based on the research of the characteristics of the family business human resource management, the problems in the development and the coupling relationship between sustainable development of family business and innovation of the human resources management, the writer presents some strategies and proposals for the innovation of human resources management of family business under the background of sustainable development.

Private equity and human resource management: An emerging agenda

2010 ◽  
Vol 63 (9) ◽  
pp. 1279-1296 ◽  
Author(s):  
Geoffrey Wood ◽  
Mike Wright
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Rational Choice ◽  
Human Resource ◽  
Private Equity ◽  
Historical Perspective ◽  
Special Section ◽  
Employee Relations ◽  
Theoretical Perspectives ◽  
Zero Sum

In this article we define and explain private equity, with particular emphasis on the heterogeneity of the phenomenon. We consider different theoretical perspectives of relevance to the study of private equity buyouts. In particular, we distinguish between approaches that take a zero-sum perspective (rational choice and financialization perspectives) and those with a more nuanced, complementary viewpoint (heterodox institutional and theories of action and structure perspectives). We discuss private equity in historical perspective. We then summarize the articles in this special section. Finally, we identify an agenda for further research that focuses upon employee relations and human resource aspects of private equity buyouts.

Universal HRM and the Gulf Leadership Style

2013 ◽  
pp. 1-21 ◽  
Author(s):  
William Scott-Jackson ◽  
Jonathan Michie
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Leadership Style ◽  
Gulf Cooperation Council ◽  
Management Style ◽  
Leadership Culture ◽  
The Family ◽  
Gulf Arab

This case study aims to allow students, using various business dilemmas, to explore differences in approach between the most commonly taught “universal” models of human resource management (HRM), mostly based on Western culture and practices (Brewster, Farndale, & Ommeren, 2000) and a more contingent HRM predicated on the leadership culture prevalent in the Gulf Cooperation Council countries (Scott-Jackson, 2008). It aims to generate discussion of strengths and weaknesses of these different approaches to leadership and HRM as well as some recognition that there is a valid, distinctive Gulf Arab Management Style that is worthy of study and provides an alternative to more commonly recognized approaches. The supporting research was carried out between January 2011 and June 2012. It was largely based on interviews with 50 Gulf Arab leaders, together with action research and advisory work in 5 large Gulf companies (including the family conglomerate forming the basis for this case).

scholarly journals Analytical and Theoretical Perspectives on Green Human Resource Management: A Simplified Underpinning

2016 ◽  
Vol 9 (12) ◽  
pp. 153 ◽  
Author(s):  
A. Anton Arulrajah ◽  
H. H. D. N. P. Opatha
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Review Paper ◽  
Systematic Research ◽  
Review Of The Literature ◽  
Theoretical Frameworks ◽  
Theoretical Perspectives ◽  
Organizational Theories ◽  
Green Human Resource Management

<p>This review paper creates strong analytical and theoretical frameworks for green human resource management (GHRM) literature. As green HRM is an emerging field of study it requires strong analytical and theoretical frameworks to underpin the valuable knowledge obtained by the scholars through systematic research works in this field. A review of the literature shows that strong analytical and theoretical frameworks for green HRM has yet to be emerged. Accordingly, the objective of this paper is to fill this knowledge gap considerably. This paper organizes the existing literature on the bases of ‘Analytical HRM Framework’ of Boxall, Purcell, &amp; Wright (2007) and other relevant organisational theories. Ultimately this paper establishes a strong link between existing literature in green HRM and organizational theories.</p>

HRM Practices and Problems in Family-Owned SMEs

2014 ◽  
pp. 113-130
Author(s):  
Burcu Özge Özaslan Çalişkan
Keyword(s):  
Resource Management ◽  
Literature Review ◽  
Human Resource Management ◽  
Human Resource ◽  
Family Businesses ◽  
Hrm Practices ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Modern Knowledge

In exchange for the need for more highly trained employees, there is not enough qualified labor in the market. Small- and Medium-Sized Enterprises (SMEs) play an important role in the economies of countries because of their characteristics about generating employment. Effective Human Resource Management (HRM) is becoming increasingly important in the modern knowledge-based economy and vital for the success of small- and medium-sized enterprises. However, there are few studies concerning HRM practices of SMEs. The purpose of this study is to analyze the current HRM practices of SMEs, especially which are family businesses, and to identify HRM practices and the problems within these SMEs. With the help of the literature review, helpful suggestions about HRM practices are developed for SMEs.

scholarly journals Human resource management in modern enterprise in the advent of social networking

2013 ◽  
Vol 4 (2) ◽  
pp. 3
Author(s):  
Casius Darroux
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Social Networking ◽  
Human Resource ◽  
Information And Communication Technologies ◽  
Web Based ◽  
Business Context ◽  
Network Information ◽  
Modern Enterprise ◽  
Information And Communication

In this century, enterprises in all facets of society has evolved by redefining the role of managing human resource to adapt to the swift changes taking place locally and globally with regards to social-networking. From the last decades society has experienced the lightening speed of transformation from the factory model media into the modern electronic media that seems to have long encompasses the digital, computerized, network information and communication technologies. Institutions, in order to survive in this environment needs to be flexible, responsive and human resource based oriented. This paradigm has led to a systematic new approach as to how human resource personnel reintegrate the processes, policies and system to reflect such evolution. Social networking has lead to critically investigating how human resource management need to change to enhance the way they perform as institutions becomes more dependent on human resource management to maximize returns and competitiveness. Human resource management in the advent of social-networking has brought with it intense competition, liberalization, development of web based technologies, speed and accessibility across the globe. Rapid and critical transformation in human resource and social-networking will continue to dominate and revolutionize the business landscape well beyond the 21st century whilst posing new challenges and presenting new exciting possibilities. This article will attempt to study and analyze the management of human resource in the advent of social networking from a business context.

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