Edited by Kosmas X. Smyrnios, Panikkos Z. Poutziouris and Sanjay Goel
Chapter 31: Emotional dimensions within the family business: towards a conceptualization
For over two decades, there has been a growing research interest in the role of emotions in organizations (Rafaeli et al., 2007; Rafaeli and Sutton, 1987). Emotions have been found to influence critical organizational outcomes such as job performance, decision-making, creativity, turnover, prosocial behavior, teamwork, negotiation and leadership (Barsade and Gibson, 2007), to the degree that recently scholars referred to an ‘affective revolution’ taking place in organizational behavior (Barsade et al., 2003). In the family business field, emotions were mainly attributed to the family system (Carlock and Ward, 2001; Fleming, 2000; Kepner, 1983; Whiteside and Brown, 1991), which is the least studied part of the family business phenomena (Dyer, 2003; Rogoff and Heck, 2003). But in recent years, more and more scholars have called for the study of emotions within the family business (Astrachan and Jaskiewicz, 2008; Brundin, Florin- Samuelsson and Melin, 2008; Van den Heuval et al., 2007) and suggested their own emotional constructs specific to the family business, such as emotional ownership (Bjornberg and Nicholson, 2008), family and business emotional cohesion (Pieper, 2007), emotional returns and costs (Astrachan and Jaskiewicz, 2008), and emotional value (Zellweger and Astrachan, 2008). By limiting the analysis to their own constructs, scholars restrict generalizability of their findings and add to the complexity and confusion of the notion of emotions in the family business field.
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