Impact of Family Relationships on Attitudes of the Second Generation in Family Business

By Jean S. K. Lee. 2006

128 citations recorded by the source corpus.

This research is undertaken to examine the influence of family relationships on attitudes of the second generation working in their parents' family businesses. Two specific family variables are delineated: family cohesion and family adaptability. The outcome variables are organizational commitment, job satisfaction, life satisfaction, and propensity to leave. Relationships among outcome variables are also examined. A survey questionnaire is used as the research instrument. Results and implications of findings are discussed.

Subfields: Management of Technology and Innovation, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/b33d92346d4cc946fe5899601654b88ca91cc950

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In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

What Factors Affect the Entrepreneurial Intention to Start-Ups? The Role of Entrepreneurial Skills, Propensity to Take Risks, and Innovativeness in Open Business Models (2021, background): “In many countries worldwide, university students frequently attend neighborhood institutes, live with their parents, and have support from their parents to undertake different start-up initiatives [45].”
Narcissism in organizational contexts (2010, background): “Family business Family businesses are the most prevalent form of organization in the world (e.g., Arregle et al., 2007, Lee, 2006 and Shanker and Astrachan, 1996).”
Organizational learning and entrepreneurship in family firms: exploring the moderating effect of ownership and cohesion (2012, background): “Family ownership may have a stronger effect on organizational processes and outcomes (e.g., learning) when members are cohesive, share common goals, function as a unified group, wish to stay with the group, support its goals, and work hard to accomplish its mission (Beal et al. 2003; Lee 2006 ).”
Affective commitment and job satisfaction among non-family employees: Investigating the roles of justice perceptions and psychological ownership (2011, background): “In addition, they have a stronger tendency to keep their employees even in times of economic crises (Lee, 2006).”
The emergence of bifurcation bias from unbalanced families: Examining HR practices in the family firm using circumplex theory (2018, background): “However, family firms have a reputation for exhibiting favoritism toward family members (Lee, 2006a; Lubatkin, Schulze, Ling, & Dino, 2005), which potentially manifests itself in their HR selection and pay practices (Chua, Chrisman, & Sharma, 2003; Karra, Tracey, & Phillips, 2006; Schulze,…”