Permanence of Employees in Family Businesses: What Matters from the Perspective of Managers?

Bibliographic Details
Main Author: Meurer, Tatiane
Publication Date: 2023
Other Authors: Viana, Luiz Fernando Câmara, Ferreira, Lucas Benedito Gomes Rocha
Format: Article
Language: por
Source: Revista de Administração IMED - RAIMED
Download full: https://seer.atitus.edu.br/index.php/raimed/article/view/4863
Summary: This paper explores what is important for the permanence of non-family employees in family businesses, from the perspective of family and non-family managers. Qualitative research was conducted, guided by semi-structured interviews with 11 interviewees, including non-family employees and business family members. Content analysis was performed using MaxQDA software, followed by a code book and intercoder reliability test using the R language. The results revealed five categories concerning the reasons for the permanence of employees in the investigated family businesses: i) flexible communication, ii) career opportunity, iii) humanized work, iv) sense of belonging, and v) regional setting. Furthermore, there is an indication that the sense of belonging is driven by the first three listed categories, influencing the non-family employee's willingness to stay in the organization. Based on the findings, the paper presents propositions to be investigated in future research. As practical implications, training and qualifications that encourage flexible communication, career opportunities, humanized work, and a sense of belonging are suggested to strengthen the permanence of non-family employees.
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spelling Permanence of Employees in Family Businesses: What Matters from the Perspective of Managers?Permanência dos Colaboradores em Empresas Familiares: O que Importa sob a Óptica dos Gestores?Family business; Turnover; Permanence of employeesEmpresa familiar; Rotatividade; Permanência dos colaboradoresThis paper explores what is important for the permanence of non-family employees in family businesses, from the perspective of family and non-family managers. Qualitative research was conducted, guided by semi-structured interviews with 11 interviewees, including non-family employees and business family members. Content analysis was performed using MaxQDA software, followed by a code book and intercoder reliability test using the R language. The results revealed five categories concerning the reasons for the permanence of employees in the investigated family businesses: i) flexible communication, ii) career opportunity, iii) humanized work, iv) sense of belonging, and v) regional setting. Furthermore, there is an indication that the sense of belonging is driven by the first three listed categories, influencing the non-family employee's willingness to stay in the organization. Based on the findings, the paper presents propositions to be investigated in future research. As practical implications, training and qualifications that encourage flexible communication, career opportunities, humanized work, and a sense of belonging are suggested to strengthen the permanence of non-family employees.Este artigo visa explorar o que é importante para a permanência de colaboradores em empresas familiares, sob a óptica dos gestores membros da família e não familiares. Foi realizada uma pesquisa qualitativa, guiada por entrevista semiestruturada com 11 entrevistados, incluindo colaboradores não familiares e membros da família empresária. Realizou-se análise de conteúdo, utilizando o software MaxQDA, seguida por livro de códigos e teste de confiabilidade intercodificador, com auxílio da linguagem R. Os resultados revelaram cinco categorias referentes às razões de permanência dos colaboradores nas empresas familiares investigadas: i) comunicação flexível, ii) oportunidade de carreira, iii) trabalho humanizado, iv) sentimento de pertencimento, e v) configuração regional. Também há indicação de que o sentimento de pertencimento seja impulsionado pelas três primeiras categorias elencadas, influenciando o desejo de permanência do colaborador não familiar. A partir dos achados, são elencadas proposições a serem investigadas em pesquisas futuras. Como implicações práticas, são sugeridos treinamentos e qualificações que estimulem a comunicação flexível, a oportunidade de carreira, o trabalho humanizado e o sentimento de pertencimento para fortalecer a permanência dos colaboradores não familiares.Complexo de Ensino Superior Meridional S.A.Meurer, TatianeViana, Luiz Fernando CâmaraFerreira, Lucas Benedito Gomes Rocha2023-06-30info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionapplication/pdfhttps://seer.atitus.edu.br/index.php/raimed/article/view/486310.18256/2237-7956.2023.v13i1.4863Revista de Administração IMED; v. 13, n. 1 (2023): janeiro-junho; 18-372237-795610.18256/2237-7956.2023.v13i1reponame:Revista de Administração IMED - RAIMEDinstname:Faculdade Meridional (IMED)instacron:IMEDporhttps://seer.atitus.edu.br/index.php/raimed/article/view/4863/3156/*ref*/Achtenhagen, L., Haag, K., Hultén, K., & Lundgren, J. (2022). Torn between individual aspirations and the family legacy – individual career development in family firms. Career Development International, 27(2), 201-221. https://doi.org/10.1108/CDI-06-2020-0156/*ref*/Agapito, P. R., Polizzi Filho, A., Siqueira, M., & Matias, M. (2015). Bem-estar no trabalho e percepção de sucesso na carreira como antecedentes de intenção de rotatividade. Revista de Administração Mackenzie, 16, 71-93. https://doi.org/10.1590/1678-69712015/administracao.v16n6p71-93./*ref*/Carmon, A. F., & Pearson, J. C. (2013). Family business employees’ family communication and workplace experiences. Journal of Family Business Management, 3(2), 88-107. https://doi.org/10.1108/JFBM-05-2012-0009/*ref*/Carmon, A. F., Miller, A. N., Raile, A. N., & Roers, M. M. (2010). Fusing family and firm: Employee perceptions of perceived homophily, organizational justice, organizational identification, and organizational commitment in family businesses. Journal of Family Business Strategy, 1(4), 210-223. https://doi.org/10.1016/j.jfbs.2010.10.003/*ref*/Chua, J. H., Chrisman, J. J., & Sharma, P. (1999). Defining the family business by behavior. Entrepreneurship Theory and Practice, 23(4), 19-39. https://doi.org/10.1177/104225879902300402/*ref*/Eddleston, K. A., Kellermanns, F. W., & Zellweger, T. M. (2012). Exploring the entrepreneurial behavior of family firms: Does the stewardship perspective explain differences? Entrepreneurship Theory and Practice, 36(2), 347-367. https://doi.org/10.1111/j.1540-6520.2010.00402.x/*ref*/Ferreira, L. B. G. R., Meurer, T., & da Silva, M. Z. (2022). Efeitos endógeno e exógeno no disclosure de riscos e crise durante pandemia da Covid-19. Revista Pretexto, 23(3). http://revista.fumec.br/index.php/pretexto/article/view/9082/*ref*/Gamer, M., Lemon, J., Fellows, I., & Singh, P. (2019, janeiro). Irr: various coefficients of interrater reliability and agreement. R-project. Recuperado em 01 de agosto de 2022, em https://cran.r-project.org/package=irr/*ref*/Gaiduk, R., Gaiduk, J., & Fields, D. (2009). Limiting the brain drain: determinants of employee organizational attachment in Lithuania. Baltic Journal of Management. https://doi.org/10.1108/17465260910958782/*ref*/Gottschalck, N., Guenther, C., & Kellermanns, F. (2020). For whom are family-owned firms good employers? An exploratory study of the turnover intentions of blue-and white-collar workers in family-owned and non-family-owned firms. Journal of Family Business Strategy, 11(3), 1002-81. https://doi.org/10.1016/j.jfbs.2019.02.004/*ref*/Gray, J. H., Densten, I. L., & Sarros, J. C. (2003). Size matters: Organisational culture in small, medium, and large Australian organisations. Journal of Small Business & Entrepreneurship, 17(1), 31-46. https://doi.org/10.1080/08276331.2003.10593311/*ref*/Hammes, C. C. F., Santos, A. J., & Melim, J. M. (2016). Os impactos do turnover para as organizações. Revista Espacios, 37(03), 1-24. https://www.revistaespacios.com/a16v37n03/16370324.html/*ref*/Hoffman, M., & Tadelis, S. (2021). People management skills, employee attrition, and manager rewards: An empirical analysis. Journal of Political Economy, 129(1), 243-285. https://doi.org/10.1086/711409/*ref*/Khanin, D. (2013). How to reduce turnover intentions in the family business: Managing centripetal and centrifugal forces. Business Horizons, 56(1), 63-73. https://doi.org/10.1016/j.bushor.2012.09.005/*ref*/Knezović, E., & Greda, N. (2021). Career development and affective commitment: a comparative study of family and nonfamily businesses. Journal of Family Business Management, 11(4), 462–478. https://doi.org/10.1108/JFBM-04-2020-0033/*ref*/Kim, T., & Marler, L. E. (2022). The role of family-friendly workplace practices in preventing nonfamily employee turnover intentions. In Academy of Management Proceedings. Briarcliff Manor: Academy of Management./*ref*/Luz, C. M. D. R., Paula, S. L., & Oliveira, L. M. B. (2018). Organizational commitment, job satisfaction and their possible influences on intent to turnover. Revista de Gestão, 25(1), 84-101. https://doi.org/10.1108/REGE-12-2017-008/*ref*/Macke, J., & Sarate, J. A. R. (2015). Desenvolvimento territorial e capital social: elementos, conexões e proposta de avaliação de territórios. Revista Brasileira de Gestão e Desenvolvimento Regional, 11(3). https://doi.org/10.54399/rbgdr.v11i3.1965/*ref*/Mahto, R. V., Vora, G., McDowell, W. C., & Khanin, D. (2020). Family member commitment, the opportunity costs of staying, and turnover intentions. Journal of Business Research, 108, 9-19. https://doi.org/10.1016/j.jbusres.2019.10.013/*ref*/McHugh, M. L. (2012). Interrater reliability: The kappa statistic. Biochemica Medica, 22(3), 276–282. https://pubmed.ncbi.nlm.nih.gov/23092060//*ref*/Nascimento, L. D. S., & Steinbruch, F. K. (2019). “The interviews were transcribed”, but how? Reflections on management research. RAUSP Management Journal, 54, 413-429. https://doi.org/10.1108/RAUSP-05-2019-0092/*ref*/Neckebrouck, J., Schulze, W., & Zellweger, T. (2018). Are family firms good employers?. Academy of Management Journal, 61(2), 553-585. https://doi.org/10.5465/amj.2016.0765/*ref*/Neuendorf, K. A. (2017). The content analysis guidebook. SAGE Publishing./*ref*/Picone, P. M., De Massis, A., Tang, Y., & Piccolo, R. F. (2021). The psychological foundations of management in family firms: Values, biases, and heuristics. Family Business Review, 34(1), 12-32. https://doi.org/10.1177/0894486520985630/*ref*/Pittino, D., Visintin, F., Lenger, T., & Sternad, D. (2016). Are high performance work practices really necessary in family SMEs? An analysis of the impact on employee retention. Journal of Family Business Strategy, 7(2), 75-89. https://doi.org/10.1016/j.jfbs.2016.04.002/*ref*/Samara, G., & Arenas, D. (2017). Practicing fairness in the family business workplace. Business Horizons, 60(5), 647-655. https://doi.org/10.1016/j.bushor.2017.05.008/*ref*/Sampaio, R., & Lycarião, D. (2018). Eu quero acreditar! Da importância, formas de uso e limites dos testes de confiabilidade na Análise de Conteúdo. Revista de Sociologia e Política, 26, 31-47. https://doi.org/10.1590/1678-987318266602/*ref*/Sciascia, S., Clinton, E., Nason, R. S., James, A. E., & Rivera‐Algarin, J. O. (2013). Family communication and innovativeness in family firms. Family Relations, 62(3), 429-442. https://doi.org/10.1111/fare.12014/*ref*/Silva, W. M., & Grzybovski, D. (2020). Efeitos da governança corporativa e da performance empresarial sobre o turnover de executivos no Brasil: comparando empresas familiares e não-familiares. Revista de Administração Mackenzie, 7, 45-70. https://doi.org/10.1590/1678-69712006/administracao.v7n1p45-70/*ref*/Staller, K. M. (2015). Qualitative analysis: The art of building bridging relationships. Qualitative Social Work, 14(2), 145-153. https://doi.org/10.1177/1473325015571210/*ref*/Soomro, M. A. (2020). Demographics and turnover intentions: Can there be any link?. Annals of Contemporary Developments in Management & HR, 2(3), 9-14. http://dx.doi.org/10.33166/ACDMHR.2020.03.002/*ref*/Vangelisti, A. L. (2004). Handbook of family communication. Erlbaum./*ref*/Vardaman, J. M., Allen, D. G., & Rogers, B. L. (2017). We are friends but are we family? Organizational identification and nonfamily employee turnover. Entrepreneurship Theory and Practice, 42(2), 290-309. https://doi.org/ 10.1177/1042258717749235/*ref*/Zellweger, T. (2017). Managing the family business: Theory and practice. Edward Elgar Publishing./*ref*/Zellweger, T. M., Eddleston, K. A., & Kellermanns, F. W. (2010). Exploring the concept of familiness: Introducing family firm identity. Journal of Family Business Strategy, 1(1), 54-63. https://doi.org/10.1016/j.jfbs.2009.12.003Direitos autorais 2023 Tatiane Meurer, Luiz Fernando Câmara Viana, Lucas Benedito Gomes Rocha Ferreirainfo:eu-repo/semantics/openAccess2023-06-30T12:40:06Zoai:ojs.imed1.tempsite.ws:article/4863Revistahttps://seer.atitus.edu.br/index.php/raimedPRIhttps://seer.atitus.edu.br/index.php/raimed/oairaimed@imed.edu.br2237-79562237-7956opendoar:2023-06-30T12:40:06Revista de Administração IMED - RAIMED - Faculdade Meridional (IMED)false
dc.title.none.fl_str_mv Permanence of Employees in Family Businesses: What Matters from the Perspective of Managers?
Permanência dos Colaboradores em Empresas Familiares: O que Importa sob a Óptica dos Gestores?
title Permanence of Employees in Family Businesses: What Matters from the Perspective of Managers?
spellingShingle Permanence of Employees in Family Businesses: What Matters from the Perspective of Managers?
Meurer, Tatiane
Family business; Turnover; Permanence of employees
Empresa familiar; Rotatividade; Permanência dos colaboradores
title_short Permanence of Employees in Family Businesses: What Matters from the Perspective of Managers?
title_full Permanence of Employees in Family Businesses: What Matters from the Perspective of Managers?
title_fullStr Permanence of Employees in Family Businesses: What Matters from the Perspective of Managers?
title_full_unstemmed Permanence of Employees in Family Businesses: What Matters from the Perspective of Managers?
title_sort Permanence of Employees in Family Businesses: What Matters from the Perspective of Managers?
author Meurer, Tatiane
author_facet Meurer, Tatiane
Viana, Luiz Fernando Câmara
Ferreira, Lucas Benedito Gomes Rocha
author_role author
author2 Viana, Luiz Fernando Câmara
Ferreira, Lucas Benedito Gomes Rocha
author2_role author
author
dc.contributor.none.fl_str_mv

dc.contributor.author.fl_str_mv Meurer, Tatiane
Viana, Luiz Fernando Câmara
Ferreira, Lucas Benedito Gomes Rocha
dc.subject.por.fl_str_mv Family business; Turnover; Permanence of employees
Empresa familiar; Rotatividade; Permanência dos colaboradores
topic Family business; Turnover; Permanence of employees
Empresa familiar; Rotatividade; Permanência dos colaboradores
description This paper explores what is important for the permanence of non-family employees in family businesses, from the perspective of family and non-family managers. Qualitative research was conducted, guided by semi-structured interviews with 11 interviewees, including non-family employees and business family members. Content analysis was performed using MaxQDA software, followed by a code book and intercoder reliability test using the R language. The results revealed five categories concerning the reasons for the permanence of employees in the investigated family businesses: i) flexible communication, ii) career opportunity, iii) humanized work, iv) sense of belonging, and v) regional setting. Furthermore, there is an indication that the sense of belonging is driven by the first three listed categories, influencing the non-family employee's willingness to stay in the organization. Based on the findings, the paper presents propositions to be investigated in future research. As practical implications, training and qualifications that encourage flexible communication, career opportunities, humanized work, and a sense of belonging are suggested to strengthen the permanence of non-family employees.
publishDate 2023
dc.date.none.fl_str_mv 2023-06-30
dc.type.none.fl_str_mv
dc.type.driver.fl_str_mv info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
format article
status_str publishedVersion
dc.identifier.uri.fl_str_mv https://seer.atitus.edu.br/index.php/raimed/article/view/4863
10.18256/2237-7956.2023.v13i1.4863
url https://seer.atitus.edu.br/index.php/raimed/article/view/4863
identifier_str_mv 10.18256/2237-7956.2023.v13i1.4863
dc.language.iso.fl_str_mv por
language por
dc.relation.none.fl_str_mv https://seer.atitus.edu.br/index.php/raimed/article/view/4863/3156
/*ref*/Achtenhagen, L., Haag, K., Hultén, K., & Lundgren, J. (2022). Torn between individual aspirations and the family legacy – individual career development in family firms. Career Development International, 27(2), 201-221. https://doi.org/10.1108/CDI-06-2020-0156
/*ref*/Agapito, P. R., Polizzi Filho, A., Siqueira, M., & Matias, M. (2015). Bem-estar no trabalho e percepção de sucesso na carreira como antecedentes de intenção de rotatividade. Revista de Administração Mackenzie, 16, 71-93. https://doi.org/10.1590/1678-69712015/administracao.v16n6p71-93.
/*ref*/Carmon, A. F., & Pearson, J. C. (2013). Family business employees’ family communication and workplace experiences. Journal of Family Business Management, 3(2), 88-107. https://doi.org/10.1108/JFBM-05-2012-0009
/*ref*/Carmon, A. F., Miller, A. N., Raile, A. N., & Roers, M. M. (2010). Fusing family and firm: Employee perceptions of perceived homophily, organizational justice, organizational identification, and organizational commitment in family businesses. Journal of Family Business Strategy, 1(4), 210-223. https://doi.org/10.1016/j.jfbs.2010.10.003
/*ref*/Chua, J. H., Chrisman, J. J., & Sharma, P. (1999). Defining the family business by behavior. Entrepreneurship Theory and Practice, 23(4), 19-39. https://doi.org/10.1177/104225879902300402
/*ref*/Eddleston, K. A., Kellermanns, F. W., & Zellweger, T. M. (2012). Exploring the entrepreneurial behavior of family firms: Does the stewardship perspective explain differences? Entrepreneurship Theory and Practice, 36(2), 347-367. https://doi.org/10.1111/j.1540-6520.2010.00402.x
/*ref*/Ferreira, L. B. G. R., Meurer, T., & da Silva, M. Z. (2022). Efeitos endógeno e exógeno no disclosure de riscos e crise durante pandemia da Covid-19. Revista Pretexto, 23(3). http://revista.fumec.br/index.php/pretexto/article/view/9082
/*ref*/Gamer, M., Lemon, J., Fellows, I., & Singh, P. (2019, janeiro). Irr: various coefficients of interrater reliability and agreement. R-project. Recuperado em 01 de agosto de 2022, em https://cran.r-project.org/package=irr
/*ref*/Gaiduk, R., Gaiduk, J., & Fields, D. (2009). Limiting the brain drain: determinants of employee organizational attachment in Lithuania. Baltic Journal of Management. https://doi.org/10.1108/17465260910958782
/*ref*/Gottschalck, N., Guenther, C., & Kellermanns, F. (2020). For whom are family-owned firms good employers? An exploratory study of the turnover intentions of blue-and white-collar workers in family-owned and non-family-owned firms. Journal of Family Business Strategy, 11(3), 1002-81. https://doi.org/10.1016/j.jfbs.2019.02.004
/*ref*/Gray, J. H., Densten, I. L., & Sarros, J. C. (2003). Size matters: Organisational culture in small, medium, and large Australian organisations. Journal of Small Business & Entrepreneurship, 17(1), 31-46. https://doi.org/10.1080/08276331.2003.10593311
/*ref*/Hammes, C. C. F., Santos, A. J., & Melim, J. M. (2016). Os impactos do turnover para as organizações. Revista Espacios, 37(03), 1-24. https://www.revistaespacios.com/a16v37n03/16370324.html
/*ref*/Hoffman, M., & Tadelis, S. (2021). People management skills, employee attrition, and manager rewards: An empirical analysis. Journal of Political Economy, 129(1), 243-285. https://doi.org/10.1086/711409
/*ref*/Khanin, D. (2013). How to reduce turnover intentions in the family business: Managing centripetal and centrifugal forces. Business Horizons, 56(1), 63-73. https://doi.org/10.1016/j.bushor.2012.09.005
/*ref*/Knezović, E., & Greda, N. (2021). Career development and affective commitment: a comparative study of family and nonfamily businesses. Journal of Family Business Management, 11(4), 462–478. https://doi.org/10.1108/JFBM-04-2020-0033
/*ref*/Kim, T., & Marler, L. E. (2022). The role of family-friendly workplace practices in preventing nonfamily employee turnover intentions. In Academy of Management Proceedings. Briarcliff Manor: Academy of Management.
/*ref*/Luz, C. M. D. R., Paula, S. L., & Oliveira, L. M. B. (2018). Organizational commitment, job satisfaction and their possible influences on intent to turnover. Revista de Gestão, 25(1), 84-101. https://doi.org/10.1108/REGE-12-2017-008
/*ref*/Macke, J., & Sarate, J. A. R. (2015). Desenvolvimento territorial e capital social: elementos, conexões e proposta de avaliação de territórios. Revista Brasileira de Gestão e Desenvolvimento Regional, 11(3). https://doi.org/10.54399/rbgdr.v11i3.1965
/*ref*/Mahto, R. V., Vora, G., McDowell, W. C., & Khanin, D. (2020). Family member commitment, the opportunity costs of staying, and turnover intentions. Journal of Business Research, 108, 9-19. https://doi.org/10.1016/j.jbusres.2019.10.013
/*ref*/McHugh, M. L. (2012). Interrater reliability: The kappa statistic. Biochemica Medica, 22(3), 276–282. https://pubmed.ncbi.nlm.nih.gov/23092060/
/*ref*/Nascimento, L. D. S., & Steinbruch, F. K. (2019). “The interviews were transcribed”, but how? Reflections on management research. RAUSP Management Journal, 54, 413-429. https://doi.org/10.1108/RAUSP-05-2019-0092
/*ref*/Neckebrouck, J., Schulze, W., & Zellweger, T. (2018). Are family firms good employers?. Academy of Management Journal, 61(2), 553-585. https://doi.org/10.5465/amj.2016.0765
/*ref*/Neuendorf, K. A. (2017). The content analysis guidebook. SAGE Publishing.
/*ref*/Picone, P. M., De Massis, A., Tang, Y., & Piccolo, R. F. (2021). The psychological foundations of management in family firms: Values, biases, and heuristics. Family Business Review, 34(1), 12-32. https://doi.org/10.1177/0894486520985630
/*ref*/Pittino, D., Visintin, F., Lenger, T., & Sternad, D. (2016). Are high performance work practices really necessary in family SMEs? An analysis of the impact on employee retention. Journal of Family Business Strategy, 7(2), 75-89. https://doi.org/10.1016/j.jfbs.2016.04.002
/*ref*/Samara, G., & Arenas, D. (2017). Practicing fairness in the family business workplace. Business Horizons, 60(5), 647-655. https://doi.org/10.1016/j.bushor.2017.05.008
/*ref*/Sampaio, R., & Lycarião, D. (2018). Eu quero acreditar! Da importância, formas de uso e limites dos testes de confiabilidade na Análise de Conteúdo. Revista de Sociologia e Política, 26, 31-47. https://doi.org/10.1590/1678-987318266602
/*ref*/Sciascia, S., Clinton, E., Nason, R. S., James, A. E., & Rivera‐Algarin, J. O. (2013). Family communication and innovativeness in family firms. Family Relations, 62(3), 429-442. https://doi.org/10.1111/fare.12014
/*ref*/Silva, W. M., & Grzybovski, D. (2020). Efeitos da governança corporativa e da performance empresarial sobre o turnover de executivos no Brasil: comparando empresas familiares e não-familiares. Revista de Administração Mackenzie, 7, 45-70. https://doi.org/10.1590/1678-69712006/administracao.v7n1p45-70
/*ref*/Staller, K. M. (2015). Qualitative analysis: The art of building bridging relationships. Qualitative Social Work, 14(2), 145-153. https://doi.org/10.1177/1473325015571210
/*ref*/Soomro, M. A. (2020). Demographics and turnover intentions: Can there be any link?. Annals of Contemporary Developments in Management & HR, 2(3), 9-14. http://dx.doi.org/10.33166/ACDMHR.2020.03.002
/*ref*/Vangelisti, A. L. (2004). Handbook of family communication. Erlbaum.
/*ref*/Vardaman, J. M., Allen, D. G., & Rogers, B. L. (2017). We are friends but are we family? Organizational identification and nonfamily employee turnover. Entrepreneurship Theory and Practice, 42(2), 290-309. https://doi.org/ 10.1177/1042258717749235
/*ref*/Zellweger, T. (2017). Managing the family business: Theory and practice. Edward Elgar Publishing.
/*ref*/Zellweger, T. M., Eddleston, K. A., & Kellermanns, F. W. (2010). Exploring the concept of familiness: Introducing family firm identity. Journal of Family Business Strategy, 1(1), 54-63. https://doi.org/10.1016/j.jfbs.2009.12.003
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dc.publisher.none.fl_str_mv Complexo de Ensino Superior Meridional S.A.
publisher.none.fl_str_mv Complexo de Ensino Superior Meridional S.A.
dc.source.none.fl_str_mv Revista de Administração IMED; v. 13, n. 1 (2023): janeiro-junho; 18-37
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