Behavioral Outcomes of Next Generation Family Members’ Commitment to Their Firm
Concordia University, Quebec - John Molson School of Business
P. Gregory Irving
Wilfrid Laurier University - School of Business & Economics
Wilfrid Laurier University; University of Vermont - School of Business Administration
Jonkoping University - Jonkoping International Business School (JIBS)
Wilfrid Laurier University; York University - Faculty of Liberal Arts & Professional Studies
April 23, 2013
European Journal of Work and Organizational Psychology (Forthcoming)
Are there variations in behaviors and leadership styles of next generation family members or descendants who join their family business due to different forms of commitment? Evidence from a dual respondent study of 109 Canadian and Swiss family firms suggests that descendants with affective commitment to their family firms are more likely to engage in discretionary activities going beyond the job description, thereby contributing to organizational performance. Next generation members with normative commitment are more likely to engage in transformational leadership behaviors. Both affectively and normatively motivated next generation members use contingent reward forms of leadership. A surprising finding of this study is the binding force of normative commitment on positive leadership behaviors of next generation members. This study empirically tests the generalizability of the three-component model of commitment to family businesses, a context in which different forms of commitment may play a unique role.
Number of Pages in PDF File: 35
Keywords: family business, next generation, commitment, leadership, transformational leadership, transactional leadership
Date posted: April 25, 2013
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