Bifurcated HR practices in family firms: Insights from the normative-adaptive approach to stepfamilies |
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| Affiliation: | 1. Alberta School of Business, University of Alberta, Edmonton, AB T6G 2R6, Canada;2. School of Business, MacEwan University, Edmonton, AB T5J 4S2, Canada;3. Rowe School of Management, Dalhousie University, Halifax, NS B3H 4R2, Canada;1. University of Connecticut, USA;2. Lancaster University, UK;3. Drexel University, Department of Management, USA;4. University of Ottawa, Telfer School of Management, 55 Laurier Ave. E., Ottawa, ON K1N 6N5, Canada;5. University of Central Florida, College of Business Administration, USA;6. University of Colorado, Leeds School of Business, USA;7. Middle Tennessee State University, Jennings A. Jones College of Business, USA;1. University of Central Florida, College of Business Administration, USA;2. University of Ottawa, Telfer School of Management, Canada;3. Middle Tennessee State University, Jennings A. Jones College of Business, USA;4. University of Colorado, Leeds, School of Business, USA;1. Department of Management Programs, College of Business, Florida Atlantic University, 777 Glades Road, Fleming West 127, Boca Raton, FL 33431, United States;2. D''Amore-McKim School of Business, Northeastern University, 209 Hayden Hall, Boston, MA 02115-5000, United States;3. Department of Management, University of North Carolina-Charlotte, 9201 University City Blvd, Charlotte, NC 28223-0001, United States;4. Center for Family Enterprises, WHU (Otto Beisheim School of Management), Germany |
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| Abstract: | This paper seeks to stimulate additional research on a form of workforce differentiation specific to family firms: the asymmetric treatment of family versus nonfamily employees. Argued to be manifest within differential HR practices applied to each group, little is known as yet about the nature, prevalence, origins, and consequences of this ‘bifurcation bias’. Our overarching thesis is that greater insight can be gleaned by considering family firms as analogous to stepfamilies, which we demonstrate by drawing upon work adopting a normative-adaptive approach to stepfamily research. A key contribution of our resultant interdisciplinary theory-building is a typology of different bifurcated HR practice bundles in family firms. We also develop propositions regarding (a) owning family characteristics that contribute to the various forms of bifurcation, (b) conditions under which the presumed dysfunctional consequences can be attenuated, and, (c) the functionality of a particular type that we term ‘bivalent bifurcation’. |
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