Home > Research > Publications & Outputs > One for all, all for one

Electronic data

  • JFBS_2019_108_R3__1_

    Rights statement: This is the author’s version of a work that was accepted for publication in Journal of Family Business Strategy. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Family Business Strategy, 13, 100394, 2022 DOI: 10.1016/j.jfbs.2020.100394

    Accepted author manuscript, 2.31 MB, PDF document

    Embargo ends: 2/04/23

    Available under license: CC BY: Creative Commons Attribution 4.0 International License

Links

Text available via DOI:

View graph of relations

One for all, all for one: a mutual gains perspective on HRM and innovation management practices in family firms

Research output: Contribution to Journal/MagazineJournal articlepeer-review

Published
Close
Article number100394
<mark>Journal publication date</mark>30/06/2022
<mark>Journal</mark>Journal of Family Business Strategy
Issue number2
Volume13
Number of pages15
Publication StatusPublished
Early online date2/04/21
<mark>Original language</mark>English

Abstract

The aspiration to thrive in the long run is among the most distinctive traits of family firms. On the one hand, a long-term view can spur the family firm to plan and secure its human resources (HR), thereby attracting local employees seeking stability, and retaining them for decades. On the other hand, low employee turnover can be a barrier to innovation, which is needed to survive and compete in the long run. Nevertheless, numerous family firms are renowned for being simultaneously excellent employers and outstanding innovators. Therefore, how can a long-term oriented family firm nurture its employees while pursuing innovation? We conducted a longitudinal case study on Carl Schlenk AG, a fourth-generation family firm consistently awarded for both its HR management (HRM) and innovation initiatives. Our investigation led us to identify distinct family firm characteristics of credibility, solidarity, and loyalty which engender a unique virtuous cycle of reciprocal reinforcement between sophisticated HRM and innovation practices, ultimately fostering mutual gains for the family firm and its employees. We offer contributions to HRM and innovation management research in the context of family firms and beyond.

Bibliographic note

This is the author’s version of a work that was accepted for publication in Journal of Family Business Strategy. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of Family Business Strategy, 13, 100394, 2022 DOI: 10.1016/j.jfbs.2020.100394