Governing by Managing Identity Boundaries: The Case of Family Businesses

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Multiple goals: A review and derivation of general principles (2014, background): “…at how employees deal with holding organizational, professional and/or personal identities by creating a compound or focusing on the overlap of the identities (e.g., George & Chattopadhyay, 2005; Sundaramurthy & Kreiner, 2008; van Dick, Van Knippenberg, Kerschreiter, Hertel, & Wieseke, 2008).”
Fusing family and firm: Employee perceptions of perceived homophily, organizational justice, organizational identification, and organizational commitment in family businesses (2010, background): “On the other hand, if the founding family’s family and business identities are viewed as separate, non-family employees are likely to have a larger, more important presence in family businesses (Sundaramurthy & Kreiner, 2008).”
Financial Decision Making in Family Firms (2014, background): “Indeed, the commingling of roles between the family and the firm (e.g., Sundaramurthy & Kreiner, 2008) confronts the ownermanager constantly with norms held in the family.”
Work–family boundary management styles in organizations (2012, neutral): “As Sundaramurthy and Kreiner (2008) explain, boundary flexibility answers the question of ‘‘when and where’’ a role can be enacted, while permeability tells us ‘‘what’’ the role is, at least in terms of the extent to which a ‘‘role allows elements of another role to integrate and assimilate with…”