A Felt Truth: Value Congruence in Family Firms

Ivonne Pötschke

doi:10.5771/0935-9915-2020-3-281

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- 281–308 A Felt Truth: Value Congruence in Family Firms Ivonne Pötschke Ivonne Pötschke 281–308
- 309–323 The Effect of Fiscal Transparency on the Provision of a Public Good: An Experimental Analysis Julian Krause Julian Krause 309–323
- 324–345 Bracing for the Multi-Generational Workforce: What We Need to Know Lee Su Teng Lee Su Teng 324–345
- 346–371 Workers’ Definitions of the Characteristics That Comprise Good Work: A Qualitative Analysis Steven H. Hattrup, Mark Edwards, Kenneth H. Funk Steven H. Hattrup, Mark Edwards, Kenneth H. Funk 346–371
- 372–394 Difference of CSR Practice for Chinese Automakers – Comparison with Japanese & Korean Automakers Sugin Chang, Byunghun Choi, Kyungsoo Song Sugin Chang, Byunghun Choi, Kyungsoo Song 372–394
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mrev management revue , Seite 281 - 308

A Felt Truth: Value Congruence in Family Firms

Autoren

Ivonne Pötschke

DOI
- doi.org/10.5771/0935-9915-2020-3-281
- ISSN print: 0935-9915
- ISSN online: 1861-9908
Abstract

Family firms are known for having a strong culture and shared values, which arise from the ways in which family traditions and dynamics influence the business. Value congruence is known for having positive effects on employees’ affective commitment, which is strongly connected to organisational performance. Thus, one can assume that a strong family influence on a business entails strong congruency between employees’ and firms’ values. To explore this topic in more depth, the present paper employs theoretical strands from family business research and person-organisation-fit theory. To examine the relationship between family influence, value congruence and their effect on affective commitment, this study conducted an online survey among 15 family firms that were categorized according to their family influence. The paper compared firms with weak and strong family influence in terms of employees’ value congruence and their affective commitment, as well as considered potential influencing factors such as leadership, management stewardship, and tenure. Different methods were used to analyse the data. The findings indicate that family firms with a strong family influence have higher levels of perceived value congruence and affective commitment among employees.
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