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Supplemental material, sj-docx-1-sgr-10.1177_10464964221098952 for Emotional Dissonance and Affective Organizational Commitment in Family Firm Top Management Teams by Laura Hoekx, Frank Lambrechts, Pieter Vandekerkhof and Wim Voordeckers in Small Group Research

De architectuur van de verontwaardiging.

This study focuses on the emotional climate of family firms. In particular, we highlight the expression of emotions by emphasizing the phenomenon of emotional dissonance within these firms. Emotional dissonance, a person-role conflict, originates from the discrepancy between expressed and experienced emotions. Additionally, we look into the role of the (non)family status of the CEO and the generational phase of the firm in the occurrence of the emotional climate. Research on emotions within firms has steadily increased over the years, although almost always neglecting family firms. This is a remarkable observation given the preeminence of family firms in the worldwide economy and the overlap between business and family these firms are confronted with. Through an in-depth qualitative study, we unravel both the impact of family firms’ emotional climate and the facets that contribute to this climate.

PurposeThe purpose of this study is to explore to what extent passionate family chief executive officers (CEOs) increase the entrepreneurial orientation (EO) of the family firm. More specifically, the authors investigate the impact of the family CEO’s entrepreneurial passion (EP) on the firm’s EO and explore whether the generational stage of the family CEO alters this relationship.Design/methodology/approachA multiple moderated regression model was used to test the hypothesized relationships, based on a unique sample of 140 private Belgian family firms. All respondent CEOs are members of the controlling family, meaning they are in a unique position to influence firm-level outcomes.FindingsThe results reveal a significant positive effect of a CEO’s EP on the family firm’s EO. The generational stage of the family CEO moderates the EP-EO relationship, so the positive effect is strongest in first-generation family CEOs and becomes negative in third- or later-generation CEOs.Originality/valueThis research builds on insights from imprinting and upper echelon theory to explore how the EP of the family CEO impacts the family firm’s EO. This study thereby contributes to research regarding the antecedents of EO and introduces the concept of EP in a family firm context. The present study further contributes to the literature on imprinting, as it empirically shows how the EP-EO relationship differs depending on the generational stage of the family CEO. In a family firm context, the generational stage acts as a contingency variable, determining the dominant theory (i.e. upper echelon or imprinting theory) in explaining the EP-EO relationship.

PurposeThis paper aims to analyze the effect of industry growth rates on the characteristics of high-growth firms (HGFs) that are active in a particular industry. By making a distinction between HGFs active in stable and declining industries and HGFs active in growing and high-growing industries, it is analyzed if the main dimensions of firm performance are significantly different for HGFs active in one of these different industry types. Gaining more insight into this industry aspect of high firm growth is important as governmental measures towards HGFs may be more effective if they have a specific sectoral focus.Design/methodology/approachA subset of 740 Belgian HGFs was analyzed. Data were gathered from the Belfirst database. HGFs were classified within their corresponding industry type: a declining industry (negative growth), a stable industry (0 −5% growth), a growing industry (5 −10% growth) and a high-growth industry (>10% growth). Four dimensions of structural firm performance that are expected to correlate with high growth were taken into consideration: productivity (value added per FTE), profitability (ROA), innovativeness (intangible assets) and financial health (solvency and liquidity).Tukey's range tests in conjunction with post-hoc analysis of variance (ANOVA) tests were carried out to test for significant differences in all the mentioned variables for the HGFs in the four different industry types.FindingsResults show that HGFs active in a stable industry are not significantly more profitable or innovative than HGFs active in a growth industry. However, significant differences could be encountered when it comes to the other two dimensions of structural firm performance: productivity and financial health. It is shown that HGFs active in declining and stable industries are significantly more productive than HGFs active in growth industries and high-growth industries. Also, HGFs active in declining and stable industries have significantly higher liquidity ratios than firms active in growth industries, pointing towards a better financial health for HGFs in nongrowing industries.Research limitations/implicationsThe results confirm the conceptual logic that the differences between resource-based view (RBV) and industrial organization (IO) propositions will have an impact on the drivers of firm performance and high business growth. Every future study that focuses on the growth determinants of HGFs should be aware that considering the subset of HGFs as one homogenous group may be suboptimal. It is likely that the growth determinants of both HGF types will indeed be fundamentally different.Originality/valueUntil now, all studies on HGFs have considered the subset of HGFs as a whole. This paper tried to disentangle the subset based on the growth rate of the industry in which HGFs are mainly active. In this proposition, a reason for the lack of knowledge about characteristics of HGFs may – at least partially – be found in the fact that industry membership plays an important role in determining the characteristics of a high-growth firm. Future studies focusing on high-growth determinants may benefit from systematically taking the industry growth rates into account, with the knowledge that the propositions of two different theories – IO and RBV – may be the fundamental drivers of a firm's high-growth rates.

Organizational knowledge components dominate research on tacit knowledge. In order to overcome this dominance, we introduce Tacit Entrepreneurial Knowledge (TEK). TEK is conceptualized as one’s experiential learning from past experiences and insights that result in tacit knowledge regarding entrepreneurship that is implicit, personal, and uncodified. For this study the situational judgment test (SJT) approach is adopted to overcome the common limitations in quantifying an individual’s tacit knowledge. The SJT is a scenario-based measurement instrument that allows us to quantify an individual’s TEK. The SJT is developed using three steps: first, scenarios were collected through interviews, followed by formulating responses to the scenarios, and finally, the effectiveness of the responses for each scenario was evaluated. The outcome of this research article is threefold; first, a comprehensive conceptualization of TEK, including delineation of its nomological network. Second, the development of a measurement instrument for TEK and subsequent scoring method. Finally, an antecedent-consequence model which includes potential contingencies associated with these relationships. In the debate on tacit knowledge, our measurement is innovative and relevant, as previous research failed to uncover an individual’s tacit knowledge in the context of entrepreneurship, despite its importance in various entrepreneurial processes. This study aspires to ignite research into TEK by demonstrating important research opportunities unlocked by our conceptualization and subsequent measurement, offering future researchers a wide range of avenues to uncover the black box of tacit knowledge in entrepreneurship.

This article studies the impact of emotional dissonance experienced in interactions with the CEO on affective organizational commitment in family firm top management teams. We argue that this relationship will be mediated by the level of satisfaction with the CEO. Additionally, we propose that CEO ownership will have a moderating effect. Using a multiple-respondent dataset of 212 top managers from 45 family firms, we find that emotional dissonance leads to less satisfaction with the CEO, influencing the level of affective organizational commitment. This relationship is even stronger if the CEO has a high degree of ownership power.

Het belang van soft skills is enorm toegenomen in de huidige maatschappij. Welke rol deze individuele soft skills spelen is al uitgebreid onderzocht. Toch is de rol die ze op elkaar kunnen spelen in veel mindere mate bestudeerd. Dit onderzoek zal daarom verklaren welke rol de communicatie van de teamleider speelt op de persoonlijke attitude van de teamleden. Verder zal gekeken worden als teamdynamieken deze rol kunnen versterken. Tot slot zal de combinatie van een uitgebreide literatuurstudie en kwalitatief onderzoek zorgen voor een gedetailleerd antwoord op de onderzoeksvraag.

Feedback geven is een complex gegeven waardoor de manier waarop het gebeurt cruciaal is. De individuele kenmerken van de feedbackgever spelen bijgevolg een grote rol in het geven van feedback. Desondanks ontbreekt er uitgebreid onderzoek naar de impact van het geslacht van de feedbackgever. Het doel van deze studie is bijgevolg dan ook om de genderverschillen van feedbackgevers in kaart te brengen. Om dit te onderzoeken wordt er gebruik gemaakt van een kwalitatieve onderzoeksbenadering. Vanuit de literatuurstudie werden er eerst zes proposities opgesteld die vervolgens in het empirisch onderzoek werden getoetst. De gegevens die hiervoor worden gebruikt werden verzameld door semigestructureerde diepte-interviews af te nemen bij vijf mannelijke en vijf vrouwelijke eigenaar-ondernemers van kleine of middelgrote ondernemingen (kmo’s). De resultaten van dit onderzoek laten zien dat het gender van de feedbackgever een impact heeft op de inhoud, de timing en de omvang van de feedback. Wat betreft de afstemming van de feedback op de ontvanger tonen de resultaten aan dat het persoonsafhankelijk is.