دانلود رایگان مقاله لاتین مشارکت کارکنان خانواده در دوران کمبود منابع از سایت الزویر
عنوان فارسی مقاله:
یک نظریه مشارکت کارکنان خانواده در دوران کمبود منابع
عنوان انگلیسی مقاله:
A theory of family employee involvement during resource paucity
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مقدمه انگلیسی مقاله:
1. Introduction
ucity : a small amount of something: an amount that is less than what is needed or wanted. MerriamWebster, 2015 (Date accessed 10/25/2015). When an organization’s survival is threatened by unanticipated declines in its fortunes, it will attempt to reduce its dependency on the environment by acting to amass and protect vital resources or increase its own influence over external stakeholders (Pfeffer & Salancik, 1978). Depending on the circumstances in which this happens and the constraints facing the organization, responses to resource paucity can range from trimming resource use (e.g., laying workers off) to accelerating resource acquisition activities (e.g., seeking a merger partner). Large firms may establish interlocking board memberships, increase political action to garner support from public agencies and regulators, or even appoint new management with better externals ties to needed resource pools. In this article, we theorize how family employees, defined as family members who work in the enterprise, might behave when the family enterprise1 is threatened by resource paucity. We seek to add to the literature in several ways. First, our theorizing provides a plausible explanation for the mixed findings on the relationship between family involvement and firm performance. By introducing economic exigency as a contingency, we explain when family employee involvement has a positive influence on firm survival and when it does not. Second, few studies have looked at the effects of resource paucity on family enterprises. Yet, many family enterprises tend to be resource poor and are at higher risks of failure (Cooper, Gimeno-Gascon, & Woo, 1994; Freeman, Carroll, & Hannan, 1983). Since enterprises in many, particularly developing, countries are dominated by family businesses (IFERA, 2003), we address a gap in the literature by focusing on a prevalent challenge faced by family enterprises. We spotlight the trade-offs that family employees may have to make during episodes of resource paucity. Using social identity theory (Tajfel & Turner, 1986) and stewardship theory (Davis, Schoorman, & Donaldson, 1997), we explain how family identifi- cation and behaviors of family employees, who are bound by kinship ties, represent a strategic and valuable resource that can sustain the continuity of the family enterprise, which non-family enterprises do not enjoy. We present an argument for the distinctiveness of family employee employment that extends the ‘familiness’ construct (Frank, Lueger, Nosé, & Suchy, 2010; Habbershon & Williams, 1999; Zellweger, Eddleston, & Kellermanns, 2010).
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