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Human capital in family businesses: Focusing on the individual level

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  • Dawson, Alexandra

Abstract

This article focuses on the construct of human capital in family businesses. It makes three key contributions. First, it furthers our understanding of human capital in family businesses by identifying the underlying dimensions of human capital, involving not only knowledge, skills and abilities but also individual attitudes and motivation. Second, the article puts forward the conditions under which family businesses can achieve and sustain over time an alignment of interests between individual human capital and organizational goals. These conditions will vary depending on whether the external environment is static or dynamic. Third, the article heeds the call, shared by strategic management scholars, to focus on the individual level as well as on the (predominant) group- and organizational-level constructs.

Suggested Citation

  • Dawson, Alexandra, 2012. "Human capital in family businesses: Focusing on the individual level," Journal of Family Business Strategy, Elsevier, vol. 3(1), pages 3-11.
  • Handle: RePEc:eee:fambus:v:3:y:2012:i:1:p:3-11
    DOI: 10.1016/j.jfbs.2011.12.001
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    References listed on IDEAS

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    1. Mike Burkart & Fausto Panunzi & Andrei Shleifer, 2003. "Family Firms," Journal of Finance, American Finance Association, vol. 58(5), pages 2167-2202, October.
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    10. Chrisman, James J. & Chua, Jess H. & Kellermanns, Franz W. & Chang, Erick P.C., 2007. "Are family managers agents or stewards? An exploratory study in privately held family firms," Journal of Business Research, Elsevier, vol. 60(10), pages 1030-1038, October.
    11. Schulze, William S. & Lubatkin, Michael H. & Dino, Richard N., 2003. "Toward a theory of agency and altruism in family firms," Journal of Business Venturing, Elsevier, vol. 18(4), pages 473-490, July.
    12. Memili, Esra & Chrisman, James J. & Chua, Jess H. & Chang, Erick P.C. & Kellermanns, Franz W., 2011. "The determinants of family firms' subcontracting: A transaction cost perspective," Journal of Family Business Strategy, Elsevier, vol. 2(1), pages 26-33, March.
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    Citations

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    Cited by:

    1. Hiebl, Martin R.W., 2013. "Bean counter or strategist? Differences in the role of the CFO in family and non-family businesses," Journal of Family Business Strategy, Elsevier, vol. 4(2), pages 147-161.
    2. Cirillo, Alessandro & Mussolino, Donata & Romano, Mauro & Viganò, Riccardo, 2017. "A complicated relationship: Family involvement in the top management team and post-IPO survival," Journal of Family Business Strategy, Elsevier, vol. 8(1), pages 42-56.
    3. Botero, Isabel C., 2014. "Effects of communicating family ownership and organisational size on an applicant's attraction to a firm: An empirical examination in the USA and China," Journal of Family Business Strategy, Elsevier, vol. 5(2), pages 184-196.
    4. repec:eee:bushor:v:60:y:2017:i:5:p:647-655 is not listed on IDEAS
    5. Madison, Kristen & Runyan, Rodney C. & Swinney, Jane L., 2014. "Strategic posture and performance: Revealing differences between family and nonfamily firms," Journal of Family Business Strategy, Elsevier, vol. 5(3), pages 239-251.
    6. Pittino, Daniel & Visintin, Francesca & Lenger, Tamara & Sternad, Dietmar, 2016. "Are high performance work practices really necessary in family SMEs? An analysis of the impact on employee retention," Journal of Family Business Strategy, Elsevier, vol. 7(2), pages 75-89.
    7. Basco, Rodrigo, 2015. "Family business and regional development—A theoretical model of regional familiness," Journal of Family Business Strategy, Elsevier, vol. 6(4), pages 259-271.

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