Making sense of HR in family firms: Antecedents,moderators, and outcomes |
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| Affiliation: | 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. 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 |
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| Abstract: | Family business researchers have felt increasing distress with the lack of understanding about how families – i.e., their structure, relationships, emotions, and goals – shape how families manage family firms, leading to calls to more fully incorporate “family science” theories about the nature of family into research about family firms. It seems likely that families' first impact in family firms will be on how employees are treated and managed. Thus, this special issue brings together papers that offer an early glance at what is to be gained by leveraging theories about family to help explain how families influence human resource management within family firms, and how human resource management, in turn, impacts key family firm outcomes. |
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