Temporal considerations in the study of family firms: Reflections on “the study of organizational behaviour in family business”

Abstract We complement the work of Gagné et al. by discussing how an extended time dimension shapes organizational behaviour in family firms. Using insights from family dynamics, identity theory, and social identity theory, we show how early formative experiences in the family can influence commitment, conflict, and motivation in family firms. Then we examine how a family's intention to pass on the firm to later generations can impact leadership, human-resources practices, and corporate cultures. Keywords: Family firmsFamily dynamicsIdentity theorySocial identity theoryThis article is referred to by:The study of organizational behaviour in family business Notes 1 Indeed, family firms tend to survive three times longer than non-family firms (Miller & Le Breton-Miller, Citation2005). 2 Indeed, Miller and Toulouse (Citation1986) have found that the personalities of founders and leaders of small firms tend to manifest great self-sufficiency and high needs for achievement. 3 Resistance to change is another important outcome that may stem from family legacy. Again, there is often a legacy to resistance that stems from early family experiences. Where a later generation lacks the skill and confidence of an earlier one, it can become locked into archaic patterns of behaviour.