دانلود رایگان مقاله اعتماد، تعهد و روابط درتجارت خانوادگی

ABSTRACT

 Trust, commitment, and closely-knit relationships have been identified in the literature as critical to family business success and longevity. However, the distinct nature, dynamics, processes, antecedents and consequences of trust, commitment and relationships in family business remain underexplored. The articles in this special issue aim to close this apparent gap by providing a more in-depth and granular understanding of the complexities of trust, commitment and relationships in family business, often challenging established paradigms and common wisdom. This article summarizes the contentfeatured in the special issue and presents several suggestions for future research.

Future research

suggestions Nearly 30 years ago, Reichers (1985) reviewed the organizational commitmentliterature and suggested that, in addition to the commitment that they have globally to the organization, employees have multiple foci or targets of commitment within an organization as well as to various external constituencies related or unrelated to their work. These targets of commitment can include co-workers, supervisors, top management, unions, their families, churches, and a host of others (Reichers, 1985). Since then, researchers have explored multiple approaches to commitment to understand the dynamics of individuals’ dedication to their employer and other entities. Addressing their research questions, researchers have explored such issues as how commitments to multiple constituencies cause conflict (Reichers, 1986), the influence of culture (Cohen, 2006), and the impact of interpersonal relationships with customers (Becker, 2009). Additionally, recent research has suggested that trust is a defining principle that underscores family business relationships at multiple levels including interpersonal, intraorganizational and interorganizational relationships (Eddleston et al., 2010). We would argue that not only are the foci of commitment important (i.e., an individual can be committed to the family, the business, or both), but the foci of trust as well if we hope to fully understand the intersection of the family and business and how the family can be a family business’ greatest source of strength or weakness