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1Universidad San Francisco de Quito, España; 2Universidad de Valencia; 3EDEM Escuela de Empresarios
Discussant: Lucía Garcés-Galdeano (Universidad Pública de Navarra)
This study analyses the impact of TMT composition on the decisions taken by family businesses in turbulent environments. More concretely, we examine how the size of the management team expands or decreases under high/low retrenchment conditions. Based on a sample of 139 private Spanish family enterprises, we find that TMT age, the percentage of family members on the TMT, and the implementation of retrenchment and recovery strategies simultaneously have consequences on the TMT size. In several ways, socio-emotional wealth explains this behavior, particularly regarding the connection between family members and the TMT. Our work contributes to contemporary debates in the family business literature by providing intriguing implications for theory and practice as well as future research opportunities for future scholars.
THE EFFECT OF FAMILY, FIRM AND NATIONAL CULTURE ON SOCIALLY ORIENTED RESPONSES TO COVID-19
Esther Sánchez-Peinado, Alejandro Escriba-Esteve
University of Valencia, España
Discussant: Jorge Villagrasa Guarch (EDEM Business School)
We analyze how family involvement, firm financial situation, and national culture affect the adoption of socially oriented responses to COVID-19. Our results show that family involvement in ownership and consciousness about the crisis seriousness, the financial slack of the company and some national cultural dimensions (indulgent and short-term oriented cultures, and with higher power distances index) led family firms to engage in socially oriented actions during the pandemic. Interactions between national culture and FF characteristics show a protective orientation of family CEOs in contexts of higher power distance, but a more conservative and foresighted in contexts with high uncertainty aversion
¿Es la empresa familiar un motor de la transición hacia el desarrollo sostenible? La importancia de la orientación a largo plazo, la innovación y la digitalización en la caja de herramientas
Ignacio Abardía Tosat, Concepción Garcés Ayerbe, María Pilar Rivera Torres
Universidad de Zaragoza, España
Discussant: Alejandro Escriba-Esteve (University of Valencia)
El presente estudio analiza de qué forma la condición de empresa familiar influye en la adopción de conductas de responsabilidad medioambiental y social, centrándose en tres impulsores de la sostenibilidad que se encuentran disponibles en la caja de herramientas de las empresas familiares: la orientación a largo plazo, la innovación y la digitalización. Para ello, analizamos los datos de 15.472 empresas encuestadas en el Eurobarómetro Flash 486 mediante modelos de ecuaciones simultáneas con variables latentes. Incluimos una base de datos complementaria de ámbito regional para testar la robustez de los resultados. De esta manera, ofrecemos evidencia empírica de que la propia condición familiar representa un vehículo aliado en la transición hacia el desarrollo sostenible al estimular la responsabilidad tanto medioambiental como social. Además, nuestro análisis sugiere que prácticas relacionadas tanto con la innovación como con la digitalización representan una ventaja transitando hacia la sostenibilidad al mediar positivamente las relaciones entre la condición de empresa familiar y la responsabilidad medioambiental y la responsabilidad social. En cambio, el efecto mediador de la orientación a largo plazo es positivo sobre la responsabilidad social, aunque no concluyente para la responsabilidad medioambiental.
The Interplay of Formal and Informal Mechanisms in Fostering Employee Proactivity: A Comparative Study in Family and Non-Family Firms
1Universidad Pública de Navarra, España; 2IE Business School
Discussant: Rafael Jorda Gomez (Universidad San Francisco de Quito)
1. Objectives: This study emphasizes the challenges in fostering proactive behavior and the importance of creating a supportive environment. This research enriches our understanding of how formal and informal mechanisms shape employee behavior and highlights the unique dynamics within family businesses. It also underscores the vital role of middle managers in driving behavior in family firms, offering insights for fostering a proactive organizational culture responsive to both formal and informal factors.
2. Theory: It discusses the significance of formalization and decentralization of strategic decision-making in promoting proactive behavior among middle managers. The theory asserts that these organizational design elements have varying impacts on proactive behavior in both family and non-family businesses.
3. Methodology: Empirical validation of our hypotheses is based on the analysis of data gathered through a survey conducted with 500 participants.
4. Results: We show that the formalization and decentralization of strategic decision-making have a favorable effect on the proactive behavior of middle managers in both family and non-family businesses. However, family enterprises derive greater benefits from formalization as it wields a more significant influence on managers' proactive behavior. In contrast, non-family businesses are more effective than family firms in enhancing their managers' proactivity through decentralization of decision-making.
