Entrepreneurial Family Firm Culture: Evidence From Three Countries

This research empirically investigates the cultural
basis of family firms by comparing values and beliefs
of family-business members with that of professional
managers across three countries. Empirical evidence
was acquired using a survey instrument administered
to family-firm members and bank managers in two
countries, Ukraine and the U.S. as well as
family-firm members and professional government
workers in American Samoa. Two value constructs
(Power Distance and Masculinity) and five social
axiom constructs (Social Cynicism, Social
Flexibility, Reward for Application, Spirituality,
and Fate Control) were used. It was expected that
there would be similarities between family-owned
firms across nations in that differences with
non-family professional culture would be in the same
direction in all countries. Results showed
significant differences between family-firm members
and non-family professionals in all countries. We
can conclude that Power Distance, Social Flexibility
and Spirituality difference directions are
potentially universal in terms of family-firm culture.

Autorentext
Assistant Professor, Department of Management; Ph.D., M.B.A., B.B.A.Dr. Brice has taught at the University of Hawaii, Hawaii PacificUniversity and the University of Arkansas at Little Rock. Interests include international management, strategic management,and entrepreneurship.

Klappentext
This research empirically investigates the culturalbasis of family firms by comparing values and beliefsof family-business members with that of professionalmanagers across three countries. Empirical evidencewas acquired using a survey instrument administeredto family-firm members and bank managers in twocountries, Ukraine and the U.S. as well asfamily-firm members and professional governmentworkers in American Samoa. Two value constructs(Power Distance and Masculinity) and five socialaxiom constructs (Social Cynicism, SocialFlexibility, Reward for Application, Spirituality,and Fate Control) were used. It was expected thatthere would be similarities between family-ownedfirms across nations in that differences withnon-family professional culture would be in the samedirection in all countries. Results showedsignificant differences between family-firm membersand non-family professionals in all countries. Wecan conclude that Power Distance, Social Flexibilityand Spirituality difference directions arepotentially universal in terms of family-firm culture.